TIME  STUDIES  AS  A  BASIS 
FOR  RATE  SETTING 

As     Developed     in     the    Taylor     System 
of    Management 


Time  study  for  rate  setting  is  the 
means  to  attain  the  fundamental 
objects  in  manufacturing  of 
high  wages  and  low  labor  cost. 

FREDERICK  WINSLOW  TAYLOR 


TIME    STUDIES 

AS    A    BASIS    FOR      > 
RATE      SETTING 


BY 

DWIGHT  V.  MERRICK 

Member  Taylor  Society 
Member  The  American  Society  of  Mechanical  Engineers 


WITH   A   FOREWORD    BY 

CARL    G.    EARTH 


NEW  YORK 

THE  ENGINEERING  MAGAZINE  COMPANY 

1920 


Copyright,  1919,  by 

EDWARD    W.    CLARK,    SRD 

Executor  of  the  Estate  of 
FREDERICK    W.     TAYLOR 


TO  MY  MOTHER 


£44213 


FOREWORD 

NEW  ideas  always  slowly  find  their  way  into  popular  favor. 
Unfortunately,  some  ideas  while  thus  slow  in  getting  under 
way,  once  they  have  taken   root,   spread   further   and   faster 
than  they  can  be  properly  assimilated  by  their  votaries. 

A  striking  example  of  this  is  the  idea  of  "unit-time-studying" 
the  various  classes  of  human  labor  performed  in  the  industries, 
in  the  manner  first  suggested  and  practiced  by  the  late  Dr. 
Frederick  W.  Taylor,  now  generally  recognized  as  the  Father 
of  Scientific  Management,  of  which  form  of  management  unit- 
time  study  forms  such  an  important  element  that  managers 
and  other  executives,  quite  generally,  have  lost  sight  of  other 
elements  that  are  even  more  important,  for,  without  these  as  a 
foundation,  proper  time  studies  to  be  used  as  the  basis  of  equit- 
able task  and  rate  setting  are  impossible. 


While  Doctor  Taylor  invented  and  used  unit-time  studies  in 
a  limited  way  some  fourteen  years  earlier,  it  was  not  until 
June  of  1895  that  he  gave  the  idea  to  the  world  in  a  paper  en- 
titled "A  Piece  Rate  System,"  which  he  presented  at  the 
Detroit  meeting  of  the  American  Society  of  Mechanical  En- 
gineers. Here  he  said: 

"Practically  the  greatest  need  felt  in  an  establishment  wishing  to  start 
a  rate-fixing  department,  is  the  lack  of  data  as  to  the  proper  rate  of  speed  at 
which  work  should  be  done.  There  are  hundreds  of  operations  which  are 
common  to  most  large  establishments,  yet  each  concern  studies  the  speed 
problem  for  itself,  and  days  of  labor  are  wasted  in  what  should  be  settled 
once  for  all,  and  recorded  in  a  form  which  is  available  to  all  manufacturers. 

"What  is  needed  is  a  hand-book  on  the  speed  with  which  work  can  be 
done,  similar  to  the  ordinary  engineering  hand-books.  And  the  writer  ven- 
tures to  predict  that  such  a  book  will  before  long  be  forthcoming.  Such  a 
book  should  describe  the  best  methods  of  making,  recording,  tabulating,  and 
indexing  time  observations,  since  much  time  and  effort  are  wasted  by  the 
adoption  of  inferior  methods." 

However,  greatly  to  his  disappointment,  Doctor  Taylor  found 
at  that  meeting  that  his  audience  was  so  little  prepared  for  his 
ideas  and  methods,  that  the  discussions  of  his  paper,  though 
many  and  varied,  centered  entirely  on  his  method  of  "differ- 


—  vin  — 

ential  piece  rates"  of  paying  for  a  task,  instead  of  on  his  manner 
of  determining  the  time  allowance  for  the  task,  by  means  of 
unit-time  studies. 

It  was  not  until  he  again  presented  his  ideas  as  a  part  of  a 
more  general  scheme  of  management,  in  his  second  paper  before 
the  same  society — "Shop  Management,"  read  in  December, 
1903 — that  a  limited  number  of  shop  managers  and  manufac- 
turers began  to  realize  what  he  was  aiming  at,  in  addition  to 
the  exceedingly  few  who,  in  the  meanwhile,  had  fallen  under 
his  personal  influence. 

The  importance  that  Doctor  Taylor  placed  on  time  study  is 
further  emphasized  by  his  statement  that  his  object  in  writing 
his  book,  "Shop  Management,"  was  to  call  attention  to  this 
mechanism  of  management,  and  make  sure  that  it  should  re- 
ceive the  consideration  that  it  deserves.  In  fact,  on  fifty-two 
pages  of  that  book  there  are  references  to  time  study,  and  on 
page  58  is  this  paragraph: 

The  writer  most  sincerely  trusts  that  his  leading  object  in  writing  this 
c  will  not  be  overlooked,  and  that  scientific  time  study  will  receive  the 
ntion  which  it  merits." 

Sinre  that  tlroe^  jtheidea  has  spread  much  more  rapidly  than 
has^an^adequate  realization^of  the  difficuhies__that^ are  con- 
nected with  the  making  of  time  studies,  anH  alftO  of  tK^^j-har 
confront  theperson  himself  who  undertakes  to  'put  time  studies 
over  in  a  shop;  so  that  a  great  deal  that  is  attempted  along  these 
lines  miscarries  in  whole  or  in  part.  First  of  all,  the  mistake ' 
is  only  too  often  made  of  sailing  into  time  studies  before  the 
shop  equipment  and  methods  have  been  properly  standardized; 
and  second,  the  mistake  is  made  of  supposing  that  a  man  of 
merely  clerical  experience  provided  with  a  stop-watch,  can  either 
on  his  own  initiative  make  usable  time  studies,  or  may  readily 
and  quickly  be  taught  how.  However,  this  is  far  frpm  the  case. 


for  time  studies  cannot  be  separated  from  mo^n  studio  ?nr 


p 
d 


motion  studies  cannot  be  made  bv  a     erson  who  does  not 


appreciate  the  purpose  of  the  motions  rnarU  b 
Jbu£_observes.  Where  a  machine  is  involved  he  must  also  under- 
stand that  machine,  and  the  difference  between  its  correct  an< 
incorrect  operation  and  manipulation  in  every  detail. 

He  must  also  be  able,  promptly,  to  size  up  an  operator  as 
to  his  standing  in  his  class,  as  to  slow,  medium  fast,  fast,  or 
extraordinarily  fast  and  expert.  With  this  ability  he  can, 
after  gaining  sufficient  experience,  with  almost  equal  satis- 
faction arrive  at  correct  minimum  unit  times  for  equitable 


IX 


rate  setting,  no  matter  what  grade  of  operator  he  may  observe. 
However,  it  is  at  all  times  easiest  and  best  to  make  observa- 
tions on  a  first-class,  but  not  extraordinarily  expert,  operator. 

It  is  because  Mr.  Merrick  was  a  full-fledged  machinist  of 
several  years  experience  before  he,  some  eighteen  years  ago, 
took  up  with  time  studies  and  rate  setting  as  his  specialty, 
under  my  own  direct  supervision  and  Doctor  Taylor  himself  as 
the  supreme  leader,  that  I  have  such  confidence  in  his  work  in 
this  field  that  I  have  always  refused  to  break  in  other  men  to 
make  time  studies  and  set  rates  for  my  own  clients,  and  insisted 
that  this  be  turned  over  to  Mr.  Merrick  whenever  he  has  been 
available. 

It  is  also  because  of  this  that  I  express  my  confidence  that 
what  Mr.  Merrick  has  to  offer  the  reader  in  this  volume  is  of 
real  value. 

CARL  G.  BARTH. 

BUFFALO,  N.  Y. 
February,  1919. 


PREFACE 

THE  purpose  in  preparing  this  book  on  time  studies  for  rate- 
setting  is  to  contribute  something  toward  satisfying  a  great 
need  of  industrial  management  that  was  first  pointed  out  by 
Dr.  Frederick  W.  Taylor  as  far  back  as  1895.  If  any  proof  is 
needed  as  to  the  interest  of  industrial  executives  and  mechan- 
ical engineers  in  this  topic  at  the  present  time,  it  is  amply 
supplied  by  the  remarkable  response  aroused  by  the  author's 
articles  printed  in  Industrial  Managament,  beginning  with  June, 
1918,  which  form  a  portion  of  this  book. 

Doctor  Taylor's  great  contribution  to  human  progress  con- 
sisted in  pointing  the  way  to  raising  human  labor  to  a  higher 
degree  of  productivity,  and  thereby  to  increased  earning  power. 
Upon  this  his  fame  rests  securely  as  one  of  the  great  leaders  and 
greatest  Americans  of  the  Nineteenth  and  Twentieth  centuries. 
In  his  two  books,  "The  Principles  of  Scientific  Management" 
and  "Shop  Management/'  he  laid  down  his  philosophy  and 
principles  of  industrial  management.  In  his  presidential  ad- 
dress before  The  American  Society  of  Mechanical  Engineers  on 
"The  Art  of  Cutting  Metals,"  he  gave  the  results  of  the  most 
extensive  and  exhaustive  series  of  experiments  ever  conducted 
on  any  subject  relating  to  the  metal-working  industry.  Second 
only  in  extent  to  his  researches  in  metal  cutting,  was  his  in- 
vestigation of  the  principles  of  and  the  formulation  of  the 
practice  of  scientific  time  study.  It  was  the  author's  good 
fortune  to  be  associated  with  Doctor  Taylor  in  this  work  from 
1898  to  the  time  of  his  death. 

The  beginnings  of  time  study  date  back  to  1881,  when  Taylor 
was  foreman  of  the  machine  shop  of  the  Midvale  Steel  Company 
of  Philadelphia.  He  recognized  that  it  would  be  more  accurate 
to  time  each  element  of  the  various  kinds  of  work  to  be  done 
with  a  stop-watch,  and  then  find  the  quickest  time  in  which 
each  job  could  be  done  by  summing  up  the  total  times  of  its 
component  operations  and  adding  a  reasonable  percentage  of 
allowance,  thfen  to  search  through  records  of  former  jobs  as  a 
guide  in  judging  of  the  proper  time  and  price.  After  two  years 
of  experimentation  and  trial  he  was  convinced  that  this  method 
of  time  study  was  a  success.  In  regard  to  its  success  he  wrote: 


—  xn  — 

"This  department  far  more  than  paid  for  itself  from  the  very  start;  but 
it  was  several  years  before  the  full  benefits  of  the  system  were  felt,  owing  to 
the  fact  that  the  best  methods  of  making  and  recording  time  observations, 
as  well  as  of  determining  the  maximum  capacity  of  each  of  the  machines  in 
the  place,  and  of  making  working  tables  and  time  tables,  were  not  at  first 
adopted." 

It  is  so  easy  to  overlook  a  purpose  amid  the  details  of  its 
execution  that  many  in  the  past  may  have  considered  accurate 
time  study  as  theoretical,  and  as  failing  to  hold  concrete  ad- 
vantages in  shop  management.  For  the  benefit  of  all  such  it 
is  well  to  state  again  the  purpose  of  time  study  for  rate-setting, 
essentially  as  worded  by  Doctor  Taylor  many  years  ago: 
"Time  study  for  rate-setting  is  the  means  to  attain  the  funda- 
mental objects  in  manufacturing,  of  high  wages  and  low  labor 


costs." 


The  reason  for  the  need  of  time  study  is  found  in  the  lack 
of  knowledge  by  workmen,  foremen  and  employers  as  to  the 
time  in  which  work  can  and  actually  should  be  done.  The 
first-class  mechanic  knows  that  he  can  do  more  than  the  aver- 
age, but  very  rarely  does  he  know  how  much  his  increase  of 
production  might  be,  unless  he  has  in  some  manner  carefully 
studied  the  operation.  Yet  a  wealth  of  experience  from  time- 
study  work  shows  that  a  first-class  man  can  do  very  substan- 
tially more  than  the  average  and  keep  his  pace  up  indefinitely 
without  injury  to  his  health,  and  the  consciousness  of  more 
and  better  production  and  the  increased  earnings  that  go  with 
the  larger  output,  brings  a  happiness  and  zest  in  work  not  felt 
by  those  working  under  other  conditions. 

A  striking  example  of  this  proof  occurred  in  the  experience 
of  the  author  when  the  workmen  of  one  large  department  in 
an  industrial  plant  complained  of  unfair  treatment.  Other  de- 
partments in  this  same  establishment  were  working  under  rates 
set  by  time  studies,  and  the  men  of  this  particular  section  felt 
that  they  were  unjustly  handicapped  in  production  and  earn- 
ing power  because  their  operations  had  not  been  similarly 
studied  and  rated. 

The  application  of  time  study  is  as  wide  as  manual  opera- 
tions in  industry.  Detailed  times  are  given  in  this  book  for 
several  distinct  kinds  of  work,  including  machine-shop  opera- 
tions, molding,  unloading  freight-cars,  cleaning  windows,  and 
carting  bricks,  stone,  sand,  ashes,  coke  and  coal. 

The  art  of  taking  time  studies  has  its  difficulties,  like  all 
others.  A  parallel  that  has  often  been  used  is  in  drafting. 
Should  a  shop  manager  determine  to  establish  a  drafting-room 


—  xiii  — 

where  none  existed  before,  he  would  understand  at  the  outset 
some  of  the  troubles  that  he  would  have  to  face  and  overcome. 
At  the  first  he  would  not  expect  much  success,  even  if  he  should 
establish  his  department  by  hiring  experienced  draftsmen  and 
designers.  The  difficulties  would  be  greatly  increased  should 
he  be  compelled  to  start  his  drawing-room  with  men  who  did 
not  understand  the  art  of  drafting,  even  though  they  might 
otherwise  be  capable  and  energetic.  So,  in  undertaking  time- 
study  work,  progress  must  of  necessity  be  slow  at  the  outset, 
for  it  is  an  art  that  has  its  own  methods,  implements  and 
practice,  gathered  through  years  of  patient  research  and 
experience. 

One  purpose  of  this  book  is  to  lay  down  in  amplified  form 
the  principles  covering  time  study  for  rate-setting,  to  show 
numerous  mechanisms  that  have  been  found  helpful  in  taking 
observations  and  using  detailed  times  as  determined,  and  to 
present  some  details  of  practice,  particularly  in  regard  to  the 
human  relationship  involved  in  the  work,  such  as  only  experi- 
ence can  point  out. 

This  volume  is  divided  into  three  sections:  The  first  presents 
the  principles,  methods  and  implements  of  time  study;  the 
second  is  an  illustration  of  time  study  as  applied  to  a  line  of 
machine  tools — Gisholt  boring  mills — together  with  a  series 
of  tables  giving  the  detailed  times  as  established  by  study; 
while  the  final  section,  in  the  nature  of  appendices,  includes 
detailed  times  for  a  number  of  other  kinds  of  work,  and  thus 
shows  conclusively  the  wide  adaptation  of  the  principles  and 
methods  outlined. 

Accurate  time  study  is  a  contribution  to  industry  at  large, 
but,  as  the  majority  of  our  industries  utilize  machinery,  it  is 
natural  that  the  majority  of  the  examples  presented  have  been 
drawn  from  the  machine  shop.  In  this  connection  the  distinc- 
tion should  be  fully  appreciated  between  the  study  of  an  in- 
dividual operation  on  hand-work,  or  on  a  machine,  and  a  study 
of  the  operation  of  the  machine  itself.  The  first  type  of  study 
would  be  represented,  for  instance,  by  a  profile  cut  on  a  rifle 
part,  while  the  second  would  be  the  study  of  the  elementary 
motions  in  connection  with  the  operation  of  a  machine  tool, 
such  as  a  boring  mill.  The  difference  between  the  two  classes 
of  studies  is  at  once  apparent,  for  the  first  applies  to  work  on 
a  particular  piece  only,  while  the  latter  supplies  information 
for  fundamental  operations  on  a  given  machine,  and  in  this 
form  the  data  may  be  used  for  all  work  within  the  capacity 
of  the  machine  tool. 


—  xiv  — 

The  examples  of  this  latter  class  of  studies  given  in  this 
book,  namely  complete  time  tables  for  a  line  of  boring  mills, 
are  the  first  of  their  kind  to  be  published.  But  their  value  is 
so  great  in  its  influence  upon  machine  tool  operations  and  the 
method  of  determining  the  production  from  them,  that  it  is 
the  hope  of  the  author  that  in  time  every  line  of  standard 
machine  tools  will  be  similarly  studied,  and  whenever  such  a 
machine  goes  into  service  there  will  be  supplied  with  it  a  com- 
plete set  of  individual  times  for  its  various  operations. 

The  preceding  paragraphs  have  fully  pointed  out  the  credit 
due  Doctor  Taylor  in  connection  with  the  topics  of  this  book, 
while  it  is  a  privilege  to  acknowledge  the  opportunity  afforded 
the  author  to  enter  his  career  as  a  time-study  expert  at  the 
Link  Belt  Company  under  the  personal  direction  of  Carl  G. 
Barth,  and  his  advice  and  constructive  criticism  when  intro- 
ducing methods  at  the  plants  of  the  Watertown  Arsenal  and 
the  H.  H.  Franklin  Manufacturing  Company.  Acknowledg- 
ment is  also  made  of  the  unparalleled  opportunities  afforded  in 
the  development  of  time  study  and  the  introduction  of  the 
author's  methods  of  rate-setting  at  the  plant  of  the  Winchester 
Repeating  Arms  Company,  by  the  management  of  that  plant, 
the  accurate  production  demands  caused  by  the  war,  and  the 
variety  of  occupations  studied  and  rated  to  the  satisfaction  of  \ 
both  the  management  and  the  twenty  thousand  employees 
affected. 

In  addition,  the  author  wishes  to  acknowledge  the  assistance 
of  others.  He  is  thus  indebted  to  the  wise  counsel  of  Mr. 
Edward  W.  Clark,  3d,  Mr.  Morris  L.  Cooke,  Colonel  H.  K. 
Hathaway,  and  Lieutenant-Colonel  Sanford  E.  Thompson  in 
planning  the  general  lines  that  have  been  followed  in  the  pre- 
paration of  this  volume;  to  the  additional  assistance  of  Mr. 
Robert  T.  Kent,  who  prepared  a  portion  of  the  introductory 
matter  that  appeared  serially  in  a  few  articles  in  the  American 
Machinist  during  1917;  to  Mr.  L.  P.  Alford,  who,  as  editor  of 
the  former  publication  and  later  editor  of  Industrial  Management, 
was  largely  responsible  for  the  success  of  the  articles  in  those 
magazines;  and  finally  to  Mr.  Reginald  Trautschold,  who  has 
done  the  editorial  work  in  preparing  this  volume  for  publication. 

DWIGHT  V.  MERRICK. 

NEW  YORK,  N.  Y. 
February,  1919. 


CONTENTS 

PAGE 

FOREWORD vit 

PREFACE xi 

SECTION   I 
PRINCIPLES,    METHODS   AND   IMPLEMENTS   OF   TIME   STUDY 

CHAPTER  I.     OBJECTS  AND  PRINCIPLES  OF  TIME  STUDY 3 

Fundamental  Considerations — Objects  of  Time  Study — Preliminary 
Analysis — The  Underlying  Principle — Responsibilities  of  the  Manage- 
ment and  Workers — Basic  Investigations — Procedure — Time  Allowances 
— Instruction  Cards — The  Time-study  Observer — Advisable  Time-study 
Operator — -Task  Time — Preliminary  Observations — Methods  of  Taking 
Time  Studies — Operation  Time  Studies — Fundamental  Operation  Time 
Studies — Observing  and  Recording  Unit  Times — The  Stop-watch 

CHAPTER  II.     TAKING  AN  OPERATION  TIME  STUDY 9 

Typical  Example — The  Observation  Sheet — Elementary  Observations 
— Recording  Data — Required  Number  of  Observations — Continuous 
Times — Individual  Times — Selected  Minimum  Time — Deviation  Factor 
— Allowance  Curves — Recording  Data  on  Summary  Sheet — Selected 
Time — Determining  Allowance  Percentage — Working  Cycle — Prepara- 
tion Allowance — Shop  Allowance — Checking  Time-study  Observations — 
Instruction  Cards — Unit  Times. 

CHAPTER  III.     TAKING  A  PRODUCTION  STUDY  TO  CHECK  TASKS 20 

Production  Time  Study — Timing  the  Cycles — Time-study  Observa- 
tion Sheets — Cycle  Time — Recording  Data — Production  Time-study 
Data — Summary  and  Analysis  of  Production  Study — Rectifying  Ma- 
chine Trouble — Unnecessary  Delays. 

CHAPTER  IV.     PRODUCTION-TIME  STUDIES  ON  AUTOMATIC  MACHINES    .     .      35 

Noting  Delays — Function  of  Production  Time  Studies — Difference  Be- 
tween Operation  and  Production  Time  Studies — Classes  of  Time  Studies 
on  Automatic  Machinery — Divisions  of  Incidental  Observations — Ex- 
ample of  Time  Study  on  Automatic  Machines — Production  Observation 
Sheets — Delay  Symbols  and  Conventional  Records — Analyses  of  Pro- 
duction Observation  Sheets — Analyses  of  Delays — Graphic  Determin- 
ation of  Reasonable  Necessary  Delays — Determining  Rate  for  Produc- 
tion-rlnstruction  Cards  for  Machine  Operators  and  Machine  Adjusters 
— Standard  Procedure  for  Time  Studies  on  Automatic  Machines. 

CHAPTER  V.     ESTABLISHING  DELAY  ALLOWANCES  FOR  RATE  SETTING    .    .      53 

Reasonable  Time  Allowances — Task  Time — Influence  of  Fatigue  on  Pro- 
duction— Rhythm  of  Production  Work — Effect  of  Rest  Periods  on  Time 
of  Production — Changing  Nature  of  Work — Rivalry  in  Stimulating  Pro- 


PAGE 

duction — Extended  Fatigue  Study — First  Formula  for  Fatigue  Allow- 
ance— Deriving  Fatigue  Allowance  Curves — Comparison  of  Early  and 
Recent  Fatigue  Allowance  Curves — Mathematical  Formula  for  Series 
of  Allowance  Curves — Use  of  Allowance  Curves — Variation  Allowance. 

CHAPTER  VI.     PRODUCTION-TIME  STUDY  ON  VARIABLE  OPERATIONS       .     .      66 

Typical  Example  of  Variable  Operation  and  Procedure  for  Time  Study 
— Delays  Noted — Data  Recorded — Production  Curves — Allowances  for 
Necessary  Interruptions — Reward  Introduced  to  Secure  Output — Ef- 
fect of  Premium. 

SECTION   II 
STUDIES  APPLIED   TO   LINE   OF   MACHINE   TOOLS 

CHAPTER  VII.     TIME  STUDIES  FOR  RATE  SETTING  ON  MACHINE  TOOLS    .       79 

Value  of  Predetermining  Rates  of  Production — Essential  Knowledge — 
Compiling  Elementary  Time  Tables — Function  of  Elementary  Time- 
tables— Work  Involved — Definition  of  Terms  Frequently  Employed — 
Procedure — Subdivision  of  Machine  Shop  Operations — Normal  Con- 
dition of  Machine — Manipulating  Machine  for  Task — Establishing  Fun- 
damental Operations — Combinations  of  Elementary  Operations. 

CHAPTER  VIII.     PREPARING  BORING  MILLS  TO  RECEIVE  WORK  ....       87 

Trend  Curves — Fundamental  Operations — Normal  Condition  of  Ma- 
chine— Preliminary  Survey — Recording  Preparation  Unit  Times — 
Oiling  Machine — Moving  Rail  by  Power — Loosening  and  Clamping 
Swivel  Head — Removing  and  Replacing  Tool  Post — Changing  Position 
of  Tool  Post  in  Ram — Chucks  for  Boring  Mills — Setting  Chuck  Jaws  to 
Line — Removing  Chuck  Jaws — Reversing  Chuck  Jaws — Moving  Chuck 
Jaws  In  or  Out  to  Line. 

CHAPTER  IX.     LANDING  WORK  AND  OPERATIONS  PREPARATORY  TO  MA- 
CHINING  105 

Use  of  Traveling  Cranes — Landing  Work  in  Chuck  Jaws  by  Hand — 
Landing  Work  by  Hoist — Detail  Times  for  Securing  Chains — Detail 
Time  for  Hoisting  and  Landing  Work — Making  Work  Run  True — Tight- 
ening Chuck  Jaws  on  Work. 

CHAPTER  X.     SETTING  TOOLS  AND  MANIPULATING  BORING  MILL  TO  START 

CUTS 112 

Setting  Tools  for  Roughing  Cuts — Setting  Tools  for  Finishing  Cuts — 
Loosening  and  Removing  Tools — Machine  Manipulation — Manipulation 
of  Turret  Head — Moving  Ram  Head — Trial  Cuts  for  Calipering — 
Manipulating  Machine  to  Set  Tools  under  Various  Conditions. 

CHAPTER  XI.     MACHINING,  LOOSING  JAWS,  AND  REMOVAL  OF  WORK  .     .     152 
Machine  Standardization — Factors  in  Removing  Metal — Barth  Slide 
Rules — Provision  for  Trial  Cuts — Loosening  Chuck  Jaws  or  Clamps — 
Removing  Work — Hoisting  by  Crane — Recording  and  Classifying  Time- 
study  Data. 

CHAPTER    XII.     DEVELOPING    A   RATE    FROM   FUNDAMENTAL   OPERATION 

TABLES .     .__.__  .     . .  157 

Typical  Example — Major  Operations — Form  of  Instruction  Card — 
Fundamental  Operations — Preparatory  Operations — Classification  of 


PAGE 

Operations— Necessity  of  Machine  Speed  and  Feed  Standardization — 
Length  of. Runs — Tool  Setting  and  Machine  Manipulation — Cleaning 
Allowances — Preparation  Time  Allowance — Machine  Time  Allowance — 
Mean  Time  Allowances. 

APPENDICES 

APPENDIX  I.     ORGANIZING  A  TIME-STUDY  DEPARTMENT 167 

Importance  of  Time  Study — Field  for  Time  Study — Duties  of  Time- 
study  Department — Selection  of  Time-study  Work — Time  Study  En- 
gineer's Duties — Revision  of  Methods  and  Processes  of  Manufacture — 
Qualifications  for  Time-study  Observer — Selection  and  Training  of 
Time-study  Observers — Time  Study  Organization — Time  Study  Proced- 
ure—Rate Setters — Planning  Box — Work  Card  for  Recording  Time- 
study  Progress — Part  Progress  Sheet — Writing  Instruction  Cards — 
Assistant  Overseers  of  Production. 

APPENDIX  II.     CLASSIFICATION  OF  TIME-STUDY  DATA 181 

tfeed  for  Comprehensive  Data — Requirement  of  Classification — Pro- 
cedure in  the  Metal  Working  Industry — Fundamental  Operations — 
Classification — Filing  Data— Cross  Reference — Standard  Process  Cycles. 

APPENDIX  III.     INSTRUCTION  CARDS 189 

Form  of  Instructions — Selection  of  Workmen — Scope  of  Instruction 
Cards — Instruction  Cards  for  Standard  Machine  Tools — Machining 
Operations:  Molding,  Handling  Pig  Iron,  Coal,  Coke,  Ashes,  Sand, 
Crushed  Stone  and  Fire  Brick,  and  Cleaning  Windows — Job  Cards — 
Instruction  Cards  for  Manufacturing  Operations:  Unloading  Coal 
Barges,  and  Machine  Adjusters — Premium  Instruction  Cards  for  Jobing 
Operations — Recording  Form  on  Back  of  Premium  Instruction  Card. 

APPENDIX  IV.     RATE  TABLES — INSTRUCTION  CARDS  IN  TABULAR  FORM   .     .     229 

Use  of  Rate  Tables— Form  of  Rate  Tables— Classification  of  Rate 
Tables— Rating  a  Standard  Bronze  Bushing— Rating  a  Standard  Steel 
Pin — Approved  Form  of  Table. 

\PPENDIX  V.     INVESTIGATIONS  OF  MOLDING  PROCESSES 251 

Procedure — Major  Fundamental  Operations — Set  and  Ram  Drag — 
Set  and  Ram  Cope— Finish  Drag — Finish  Cope — Comparison  of  Calcu- 
lated Conclusions  and  Time  Studies. 

APPENDIX  VI.     RATING  FOR  DROP-FORGING  OPERATIONS 261 

Time  Study  Data  Curves — Instructions — Time  Study  Data  Curve  for 
Loading  Furnace,  Heating  Bars,  Handling  Stock,  Trip  Hammer  and 
Forming — Drop  Forging  Allowance  Curve — Drop  Forging  Instruction 
Card. 

APPENDIX  VII.  INVESTIGATING  A  BRASS  ROLLING  MILL  PROCESS  .  .  .  273 
Object  of  Investigation — Description  of  Operation — Previous  Plan  of 
Recompense — Weak  Features  of  Certain  Measures  for  Work  Accom- 
plished— Logical  Measure  of  W^ork  Performed — Material  Data — 
Trucking  Practice — Mill  Speeds — Standard  Time  Allowances — Aver- 
age Widths  of  Castings — Average  Composition  and  Weight  of  Ma- 
'  terials— Reduction  Table — Formula,  Ascertaining  Time  required  for 
Rolling — Rolling  U.  S.  Government  Military  Cartridge  Cases — Example 
of  Time  Study — Rolling-mill  Instruction  Card. 


PAGE 

APPENDIX  VIII.     AN  UNIQUE  CONTROL  OF  VARIABLE  TASKS        ....     287 

The  Problem— "Unit"  Time  Measure— Example  of  Variable  Task- 
Annealing  Processes — Time  Allowances — Earnings  Based  on  "Units" 
— Control  of  Size  of  Working  Force — Inevitable  Effect  of  Plan  on  Pro- 
duction and  Piece  Cost. 

APPENDIX  IX.     RATING  TASKS  BY  TAXING  WASTE 293 

Waste  of  Material — Blue-printing  Machine  Process — Economical  Con- 
duct of  Blue-print  Department — Standardization  of  Procedure — Rout- 
ing of  Requisitions  and  Materials — Adequate  Working  Force — Calibra- 
tion of  Machine — Standardization  of  Paper  Speeds  for  Various  Kinds  of 
Prints — Unavoidable  Scrap — Measure  of  Paper  and  Scrap  by  Weight — 
Charging  Blue-print  Paper  to  Operating  Force — Permissible  Scrap — 
"Corrected  Weight"  Table — Computing  Premium  Earnings — Econo- 
mies Realized — Premium  Records — Paper-box  Manufacture — Measure 
of  Production — Standardization  of  Box  Sizes — Measure  of  Scrap  in  Terms 
of  Boxes — Scrap-conversion  Table — Example  in  Computing  Earnings 
— Reward  for  Application  to  Task. 

APPENDIX  X.    RATING  SAWING-OFF  METAL  STOCK 307 

Usual  Methods  of  Conducting  Sawing-Off  Operations — The  Problem — 
Measure  of  Work  Performed — Standardization  of  Machine  Time — 
Relationship  Between  Area  of  Bar  and  Time  Consumed  per  Cut — 
Handling  Time— "Units"  and  "Unit  Rate"— Tables  of  Cut-Off  Units 
— Production  Tally — Example  in  Computing  Earnings — Record  of 
Economies  Realized  and  Increase  in  Production. 

APPENDIX  XI.     RATING     OPERATIONS     ON     AN     AUTOMATIC     DOVETAIL 

JOINTER 321 

Operation  of  Automatic  Dovetailing  and  Glueing  Machine — Duties  of 
Operating  Force— Measure  of  Work — Predetermination  of  Machine  Time 
— Handling  Time  and  Procedure  Standardized — Calibration  of  Machines 
— Necessary  Time  Allowances  for  Preparatory  Acts — Machine  Set-ups 
— Conveying  Capacity  of  Machine — Ideal  Production — Attainable  Pro- 
duction— Computation  of  Operators'  Earnings — Output  of  Finished 
Boarding. 

APPENDIX  XII.    WAGE  PAYMENT  SYSTEMS 331 

Wage  Systems — Day-work  Recompense — Piece-work  Recompense — 
Definite  Task  Rate — Incentives — Taylor  Differential  Piece  Rate  Sys- 
tem— Gantt's  Fixed  Bonus — Halsey  Premium  Plan — Rowan  Premium 
Plan — Barth  Premium  Plan — Bearing  of  Time  Study  on  Wage  Systems 
— Differential  Bonus  Applied  to  Flat  Piece-work — Bonus  Systems  for 
Indirect  Producers — Examples. 

INDEX 357 


SECTION   I 
PRINCIPLES,  METHODS   AND   IMPLEMENTS  OF  TIME   STUDY 

CHAPTER    I.        OBJECTS    AND    PRINCIPLES    OF  TIME    STUDY          3 

CHAPTER    II.      TAKING   AN    OPERATION   TIME    STUDY 9 

CHAPTER    III.    TAKING   A    PRODUCTION    STUDY  TO    CHECK   RATES  ....  2O 

CHAPTER   IV.     PRODUCTION-TIME    STUDIES    ON   AUTOMATIC    MACHINES    .       .  35 

CHAPTER   V.      ESTABLISHING  DELAY  ALLOWANCES  FOR  RATE   SETTING  .       .  53 

CHAPTER    VI.     PRODUCTION-TIME    STUDY    ON    VARIABLE    OPERATIONS    .  66 


TIME    STUDIES    AS    A    BASIS 
FOR   RATE    SETTING 


A 


CHAPTER  I 

OBJECTS    AND    PRINCIPLES    OF   TIME    STUDY 

NY   piece   of  work,   any   task,  entails   three   fundamental 


considerations:  with  what  implements  it  is  to  be  per- 
formed; how  it  is  to  be  done  and  "the  length  of  time  required 
.  for  the  performance  of  the  task.  The  last,  the  time  required, 
is  the  all-important  consideration  in  any  industrial  pursuit,/ 
for  it  is  the  measure  of  production,  the  gauge  of  the  result. 
How  or  with  what  it  is  done  is  quite  immaterial,  provided  the 
task  is  accomplished  expeditiously  and  economically — in  other 
words,  with  a  minimum  expenditure  of  time  and  energy.  Re- 
sults are  what  count,  but  results  can  only  be  secured  if  the  tools 
are  suitable  and  kept  in  effective  working  order,  and  the  process 
employed,  or  method  of  performing  the  work,  is  efficient.  To 
set  a  rate  at  which  work  should  be  performed  or  to  establish 
a  standard  period  in  which'  the  task  should  be  completed, 
necessitates,  then,  a  preliminary  standardization  both  of  the  ; 
implements  to  be  employed  and  the  method  to  be  followed, 
and  no  standard  rate  can  be  established  unless  these  two  pre- 
liminary steps  are  taken  first.  Of  an  investigation  aiming  to 
increase  production,  it  is  quite  as  much  a  part  to  standardize 
ways  and  means  as  it  is  to  set  a  rate  at  which  the  work  should 
be  performed. 

An  investigation  to  increase  output  calls  for  time  study,  for 
it  deals  primarily  with  the  element  of  time,  so  time  study  has 
for  its  objects:  (i)  the  determination  of  possible  improvements 
in  the  equipment  and  surrounding  conditions  for  producing  a 
given  piece  of  work  or  for  discharging  a  specific  piece  of  work; 
(2)  the  determination  of  possible  improvement  in  the  method 
of  actually  performing  the  work;  and  (3)  the  determination 
of  a  unit  time  in  which  a  given  piece  of  work,  or  task,  should 


be  finished,  under  satisfactory  conditions  with  effective  use  of 
the  equipment  provided  for  the  task.  Properly  speaking,  the 
main_ohject  of  time  study  is  ta  determine  the  time  for  a  task, 
the  first  two  enumerated  objects  being  rather  of  the  nature  of 
analysis  and  simplification  of  the  motions  preparatory  to  time 
study — in  reality  motion  study. 

Time  study  is  essentially  constructive  in  its  function,  for  its 
ultimate  objective  of  arriving  at  a  fair  and  equitable  rate  at 
which  the  work  should  be  done  is  reached  only  after  each  act 
and  mechanism  incidental  in  any  way  to  the  completion  of 
the  work  has  been  carefully  analyzed  and  made  as  convenient 
and  easy  as  possible  for  the  operator — all  unnecessary  work 
eliminated  and  all  acts  essential  to  the  conduct  of  the  work 
simplified. 

A  detailed  analysis  of  all  the  elements  that  enter  into  the; 
completed  task  is  made  and  the  most  effective  method  of  oper- 
ation determined  in  advance.  In  this  way  a  clean  cut  science 
is  developed  for  each  and  the  aggregate  of  the  element  operations, 
the  operator  trained  and  taught  to  work  in  an  effective  arid 
predetermined  manner,  the  responsibility  for  which  rests  with 
the  management,  so  that  his  energies  are  expended  in  a  way 
highly  profitable  to  him  and  to  his  employer.  The  fundamental 
principle  underlying  time  study  is  that  the  greatest  material 
gain  to  the  employer  is  possible  only  when  the  employee  gains 
correspondingly  and  the  responsibility  is  divided  equitably  be- 
tween the  management  and  the  worker.  Time  study  imposes 
upon  the  management  the  responsibility  for  the  work  and, 
with  the  co-operation  of  the  workers,  the  task  of  training  them 
in  the  operating  methods  developed.  Upon  the  workers  is 
imposed  the  obligation  of  learning  how  to  perform  work  in  the 
most  effective  manner,  by  following  the  plain  and  simple  in- 
structions which  are  an  intimate  and  inherent  part  of  time 
study. 

No  time  study  should  ever  be  taken  without  first  thoroughly 
acquainting  those  who  are  in  any  way  connected  with  the  work 
that  is  to  be  studied,  and  especially  the  one  person  that  is  to 
be  observed,  with  the  object  of  time  study  and  the  benefits 
that  will  be  derived  therefrom;  and  every  effort  should  be 
made  to  gain  the  confidence  and  full  consent  of  the  worker. 
In  some  establishments  time  study  has  been  brought  into  dis- 
repute because  it  has  been  sprung  upon  workmen  without  any 
effort  to  obtain  their  co-operation. 

Time  study  procedure  entails  certain  basic  investigations 
which  are  essential  before  the  data  collected  can  be  made  use 


—  5  — 

of  in  rate  setting.  There  should  be  made,  first,  a_careful  .sur- 
vey of  the  work  and  all  influencing  conditions;  second,  an 
analytical  division  of  the  task  into  simple  elements;  third,  an 
observation  and  record  of  the  time  taken  in  performing  each 
of  the  element  operations;  and,  fourth,  an  analytical  study  of 
the  recorded  unit  times.  To  make  use  of  the  data  collected 
for  rate  setting,  'all  abnormal  readings  should  be  eliminated 
and^a  fair  standard  time  determined  upon  for  each  one  of  the  V 
simple  operations — due  and  fair  consideration  being  given  to 
the  character  of  the  work  and  the  demands  upon  the  operator. 
Fair  allowances  to  be  made  for  fatigue  and  unavoidable  delays 
in  the  course  of  the  work  should  be  ascertained  and,  finally, 
there  should  be  prepared  a  plain  instruction  card  from  the  time- 
study  records,  to  include  the  measured  allowances  for  fatigue 
and  the  interruptions  to  be  anticipated  which  are  beyond  the 
control  of  the  operator. 

The  taking  of  time  studies  calls  for  an  observer — the  person  dTx 
making  the  time  study — of  an  analytical  turn  of  mind,  skilled 
not  only  in  making  time  studies,  but  also  in  the  character  of 
the  work  under  observation,  though  not  necessarily  a  skilled 
operator — worker — on  the  task  in  question.  The  observer 
should  be  somewhat  of  a  psychologist  as  well,  for  he  must  have 
a  clear  conception  of  the  frailties  and  limitations  of  human  na- 
ture in  order  to  make  just  demands  upon  the  operator  in  setting 
tasks. 

The  operator  should  be  advisedly  a  first-class  worker,  skilled 
in  the  line  of  activity  under  investigation,  and  of  somewhat 
better  than  average  ability,  for  the  fatigue  and  other  time 
allowances  added  to  the  specific  times  recorded  during  the 
study  should  be  so  proportioned  as  to  bring  the  resulting  rates 
within  the  range  of  ability  of  the  average  worker.  When  the 
services  of  an  operator  with  such  ideal  qualifications  cannot 
be  secured  for  a  time  study,  an  experienced  observer  can  ar- 
rive, not  infrequently,  at  as  accurate  deductions  from  which 
to  set  an  equitable  and  fair  rate  by  a  study  of  a  quite 
mediocre  worker.  In  such  instance,  greater  dependence  upon 
the  skill  and  experience  of  the  observer  is  necessary  than  if 
the  operator  is  a  highly  skilled  worker  co-operating  with  the 
observer  in  establishing  a  standard  time  for  the  work. 

The  experienced  observer,  acquainted  with  the  character 
of  the  work,  with  effective  and  efficient  methods  of  performing 
simple  manual  and  mechanical  operations  and  who  is  also  a 
keen  student  of  human  nature,  soon  learns  to  recognize  with 
certainty  any  tendency  on  the  part  of  the  operators  not  to  do 


-6- 

their  best  and  to  make  due  allowances  for  the  resulting  ineffi- 
ciencies, etc.  Unusual  ability  and  excessively  rapid  movements 
on  the  part  of  the  operator,  that  is,  dexterity  and  speed  of 
action  which  could  not  be  maintained  without  causing  physical 
exhaustion,  are  also  apparent  to  the  trained  observer  and  are 
properly  discounted  by  him,  for  the  desired  task  time  is  the 
one  that  can  be  equalled  by  workers  following  instructions  and 
working  at  a  reasonable  pace — a  pace  which  can  be  kept  up 
from  day  to  day  without  undue  exertion. 

Prior  to  commencing  a  time  study,  it  should  be  an  invariable 
rule  that  the  observer  acquaint  himself  with  the  character  of 
the  work  and  with  all  the  conditions  which  affect  or  may  affect 
it.  He  should  observe  the  conditions  under  which  the  raw  ma- 
terial is  furnished  to  the  operator  and  the  facilities  that  the 
operator  has  for  disposing  of  his  finished  product.  He  should 
familiarize  himself  with  the  quality  of  work  demanded,  includ- 
ing the  degree  of  finish  and  the  limits  of  accuracy  required. 
He  should  see  that  the  necessary  equipment  for  the  operator 
effectively  to  perform  his  work  is  provided  and  available  as 
required  and,  if  the  study  is  on  a  machine  operation,  he  should 
see  that  there  is  a  sufficient  supply  of  power  to  drive  the  ma- 
chinery to  the  best  advantage.  If,  during  this  preliminary  sur- 
vey, it  appears  to  the  observer  that  certain  conditions  are  ab- 
normal, they  should  be  rectified  before  any  attempt  is  made  to 
start  time  studies.  It  is  essential  that  the  observer  should  aim 
to  establish  standard  conditions,  which  can  be  repeated  at  any 
time  in  the  ordinary  course  of  work,  and  the  best  sequence  of 
events  in  the  conduct  of  the  work. 

The  time  required  for  the  performance  of  any  piece  of  work 
or  definite  task  depends  upon  two  groups  of  factors — those 
within  the  control  of  the  operator  and  those  over  which  he 
personally  has  no  control.  The  first  group  consists  of  the 
handling  of  the  work  at  his  machine  or  place  of  work  and  the 
manipulation  of  the  necessary  tools  and  aids.  The  second  group 
includes  the  supply,  quality  and  quantity  of  raw  material,  the 
tool  equipment  and  all  implements  which  should  be  furnished 
him  for  the  effective  conduct  of  his  work.  Time  study  is  applied 
to  the  acts  of  the  first  group,  but  it  is  futile  to  expect  any  marked 
improvement  by  means  of  time  Study  on  the  various  operations 
unless  means  are  provided  to  control  adequately  the  items  of 
the  second  group. 

The  time  studies  necessary  to  the  effective  operation  of  any 
particular  establishment  may  be  taken  in  two  ways:  (i)  If 
the  product  does  not  vary  in  type  and  character  from  day  to 


—  7  — 

day  and  is  made  by  repeating  the  same  operation  or  set  of 
operations,  it  probably  will  be  wise  to  take  a  study  of  each 
operation  as  a  job  complete  in  itself.  Such  investigations  are 
known  as  operation  time  studies.  (2)  If  the  product  varies 
frequently,  and  is  made  by  a  series  of  unrelated  elementary 
motions,  the  grouping  of  which  is  never,  or  seldom,  the  same, 
it  is  necessary  to  determine  which  of  the  several  elements 
are  to  be  grouped  and  regrouped  to  perform  the  various  funda- 
mental operations.  Time  studies  should  be  taken  on  the 
individual  fundamental  operations  either  singularly  or  collec- 
tively, and  the  data  thus  secured  can  be  arranged  and  combined 
in  such  manner  as  to  fix  a  definite  time  for  the  performance 
of  practically  every  job  that  may  be  performed  in  the  establish- 
ment. Such  studies  are  usually  conducted  on  machine  tools 
or  on  complete  operations,  where  elements  from  several  funda- 
mental operations  can  be  taken  to  make  up  a  new  fundamental 
operation  and  these  made  into  a  complete  operation.  Such 
studies  would  be  known  as  fundamental  operation  time  studies. 

The  method  of  observing  and  recording  the  time  required 
to  perform  particular  operations  and  the  study  and  analysis 
of  the  required  data  is,  as  a  rule,  the  same  for  both  operation 
time  studies  and  fundamental  operation  time  studies. 

The  first  step  in  the  taking  of  a  time  study  is  the  analysis 
of  the  job  as  a  whole  into  its  elementary  divisions.  The  ob- 
server lists  these  divisions  of  the  work  in  the  order  of  their 
occurrence,  splitting  the  job  up  into  a  greater  or  less  number  of 
more  or  less  minute  elements,  depending  upon  the  character 
of  the  work  and  the  conditions  surrounding  it.  It  may  be 
desirable  or  necessary  in  certain  cases  to  analyze  each  opera- 
tion down  to  the  most  elementary  unit,  while  in  other  classes 
of  work  it  would  be  perfectly  satisfactory  to  group  several 
such  minute  elements  together  to  form  a  subdivision  of  the 
whole  operation.  For  instance:  In  studying  the  operations  in 
a  lathe,  a  cutting  tool  would  be  inserted  in  and  removed  from 
the  tool  post  several  times  during  the  course  of  the  work.  If 
a  study  is  being  made  to  determine  the  length  of  time  required 
for  certain  cutting  operations,  that  is,  if  we  are  studying  the 
work  itself  and  not  the  machine  in  which  the  work  is  being 
done,  it  probably  would  be  sufficient  to  enter  the  time  required 
for  inserting  the  tool  in  the  tool  post  as  a  single  item;  viz.: 

Put  tool  in  post 0. 30  min. 

On  the  other  hand,  if  we  are  studying  the  lathe  with  a  view 
to  determining  the  best  method  of  handling  it  and  the  tools 


—  8  — 

pertaining  to  it,  it  would  be  desirable  to  analyze  this  opera- 
tion of  putting  the  tool  in  the  tool  post  still  further  as  follows : 

Get  tool  from  tool  stand 0. 03  min. 

Measure  height  of  tool 0. 06  min. 

Put  packing  in  tool  post 0. 07  min. 

Put  tool  in  post ' 0. 03  min. 

Set  tool  in  position 0. 03  min. 

Tighten  tool-post  setscrew 0. 08  min. 


Total 0.30  min. 

In  general,  the  following  rule  may  be  established  for  group- 
ing the  elements:  When  the  time  intervals  of  the  individual 
elements  are  extremely  small,  it  is  best  to  group  them  and 
treat  the  combination  as  a  single  element.  There  are  several 
reasons  for  this,  chief  among  them  being  the  difficulty  of  ac- 
curately observing  and  recording  the  items  that  follow  each 
other  with  an  interval  of  only  a  few  hundred ths  of  a  minute 
between.  An  error  in  reading  the  stop  watch  may  easily  equal 
the  elapsed  time  for  the  performance  of  the  particular  element 
under  observation.  If  it  is  absolutely  necessary  to  obtain  the 
elapsed  time  of  each  small  element,  this  may  be  done  if  the 
work  consists  of  recurring  cycles  of  specific  operations,  though 
the  duration  of  the  individual  operations  is  so  short  as  to 
make  it  difficult,  if  not  impossible,  to  obtain  accurate  readings 
on  the  watch  for  the  elementary  acts.  Where  several  successive 
short  elementary  operations  are  repeated  continually,  it  is 
possible  to  take  the  time  for  various  groups  of  observations  which 
occur  in  regular  order,  and  from  the  data  thus  obtained  to  cal- 
culate the  time  of  each  element — provided,  the  number  of 
successive  elements  observed  as  a  unit  is  prime  to  the  total 
number  of  element  operations  in  the  complete  cycle,  as  de- 
monstrated by  Carl  G.  Barth  and  first  mentioned  in  Mr.  Tay- 
lor's book,  "Shop  Management." 

The  observing  and  recording  are  done  with  the  aid  of  a  stop 
watch  whose  dial  is  divided  into  one-hundredths  of  a  minute, 
the  hands  of  which  are  so  arranged  as  to  permit  of  their  being 
stopped  and  restarted  from  the  same  point  without  being  set 
back  to  zero,  if  desired.  The  observation  sheet  is  usually  car- 
ried on  a  board  that  has  a  pocket  on  the  upper  edge  into  which 
the  stop  watch  fits.  The  board  is  of  such  size  as  to  conveniently 
be  carried  upon  the  observer's  left  arm,  and  the  position  of  the 
watch  is  such  as  to  bring  the  work,  watch  and  observation  sheet 
in  the  same  straight  line  with  the  observer's  eye. 


CHAPTER  II 

TAKING    AN    OPERATION    TIME    STUDY 

'"THE  detailed  procedure  followed  in  taking  an  operation 
A  time  study  is  well  exemplified  by  the  method  in  which 
collection  of  necessary  data  to  establish  a  standard  time  for 
performing  the  operation  of  edging,  or  profiling,  the  bolt  breech 
of  a  military  rifle  was  conducted.  The  importance  of  establish- 
ing a  definite  and  effective  rate  for  this  operation  may  be  ap- 
preciated from  the  fact  that  the  same  operation,  performed  in 
the  same  manner  and  with  the  same  tools,  is  to  be  performed 
hundred  of  thousands  of  times. 

The  observer,  after  familiarizing  himself  with  the  operation, 
tools  and  all  conditions  influencing  the  work,  systematically 
records  the  information  upon  an  observation  sheet,  a  standard 
form  of  which  is  shown  in  Fig.  I.  In  the  space  at  the  top  of 
the  face  sheet  are  recorded  the  data  necessary  to  the  identifi- 
cation of  the  operation,  the  machine,  etc.,  and  on  the  reverse 
side  (Fig.  2)  are  noted  the  details  of  speeds,  feeds,  material 
used,  etc.;  sketches  are  made  of  the  piece  of  work  and  the 
tools;  and  all  other  information  is  recorded  that  may  prove 
useful  to  the  observer  in  working  up  his  observations  after  he 
has  left  the  machine  at  which  the  study  was  made. 

It  will  be  noted  that  the  reverse  side  of  the  observation  sheet 
carries  printed  notations  of  the  subjects  on  which  information 
should  be  secured  when  the  time  study  is  taken.  It  has  been 
found  advisable  to  have  these  printed  memoranda,  for  the  reason 
that  if  the  time-study  man  trusts  to  his  memory,  he  will  fre- 
quently overlook  one  or  more  important  items.  Such  over- 
sight would  necessitate  a  second  trip  to  the  job,  or  the  omission 
of  the  information  altogether,  as  often  as  it  cannot  be  secured 
after  the  job  has  been  completed  and  the  set-up  for  it  dis- 
mantled. When  the  items  that  must  be  observed  are  printed, 
and  the  observer  is  required  to  make  an  entry  of  one  kind  or 
another  opposite  each  item,  it  would  be  an  exceedingly  careless 
time-study  man  who  would  leave  the  job  without  complete  in- 
formation. The  notes  and  data  recorded  should  always  be  as 
full  and  definite  as  conditions  permit,  for  it  should  always  be 
possible  from  the  information  recorded  on  the  observation  sheet 
to  reproduce  the  conditions  under  which  the  study  was  made. 


—  10  — 


—  11  — 


ARS   OR    BULLCV 


V    EVERY. 

1a*j3. 


0.63?" 


Cut  0. 018  "Do&p  0. 060  "Wide 


FIG.   2. — REVERSE    OF    TIME-STUDY    OBSERVATION    SHEET 

In  the  study  under  consideration,  the  observer  analyzed  the 
profiling  of  the  bolt  breech  into  eight  elementary  operations. 
These  are  listed  in  the  column  at  the  left  of  the  operation  sheet 
and  in  the  spaces  following  the  entries,  will  be  noted  two  sets  of 
figures.  Those  in  the  lower  part  of  the  space  are  the  "continu- 
ous times,"  recorded  as  the  study  is  made.  The  observer  may 
at  the  conclusion  of  his  observations  on  the  first  piece  set  his 
watch  to  zero  and  record  the  details  of  the  second  piece  with- 
out reference  to  those  of  the  first,  but  it  is  more  desirable  to 
allow  the  watch  to  run  continuously  and  to  make  all  observa- 
tions show  the  elapsed  time  from  the  beginning  of  the  study. 
This  was  what  was  done  in  the  present  case,  and  it  will  be  noted 
that  the  recorded  times  are  continuous  from  one  series  of  oper- 
ations to  the  next.  If  during  the  progress  of  the  time  study, 
an  interruption  not  connected  directly  with  the  work  occurs, 
the  watch  may  be  stopped  and  restarted  from  the  same  point 
when  work  is  resumed.  In  other  words,  the  observer  notes 
only  those  events  that  have  a  direct  bearing  on  the  work. 

It  is  better,  however,  to  allow  the  watch  to  run,  and  to 
make  a  notation  in  one  of  the  spaces  at  the  top  of  the  sheet, 
giving  the  time  at  which  the  interruption  began  and  the  time 
at  which  it  was  ended.  The  advantage  of  this  is  that  there 
would  be  at  the  end  of  the  time  study  a  complete  list  of  all  such 
interruptions  to  the  smooth  progress  of  the  work  as  might 
reasonably  be  expected  and  for  the  prevention  of  which  pro- 
vision could  be  made  in  subsequent  work. 


1  9 

-L  & 

The  number  of  complete  operations  that  should  be  observed 
during  a  time  study  will  vary  with  the  nature  of  the  work. 
If  a  comparatively  long  period  of  time  is  required  for  each  of 
the  elementary  operations  and  it  is  evident  that  the  operator 
has  obtained  a  rhythm  that  enables  him  to  work  at  an  approxi- 
mately uniform  rate,  then  a  comparatively  small  number  of 
observations  will  suffice.  In  explanation,  the  same  time  for  a 
given  error  in  a  long  element  as  compared  with  a  short  element 
would  show  up  a  larger  percentage  of  error  in  the  work,  thus 
necessitating  a  greater  number  of  observations  than  when  the 
element  is  long.  The  best  results  will  be  obtained  if  the  oper- 
ator is  permitted  to  work  a  sufficient  length  of  time  to  attain 
his  rhythm  before  the  observations  are  commenced.  On  the 
other  hand,  if  the  element  operations  are  all  of  short  duration, 
introducing  the  possibility  of  errors  in  the  reading  of  the  watch, 
or  if  the  operator  shows  that  he  is  not  proceeding  uniformly  as 
regards  speed  of  working,  a  large  number  of  observations  must 
be  made.  The  requisite  number  of  observations  is  a  matter 
which  has  to  be  left  to  the  judgment  of  the  time-study  man.  As 
a  general  rule,  where  the  average  duration  of  the  element 
operation  is  less  than  one  minute,  twenty  complete  operations, 
however,  should  be  made. 

On  the  completion  of  the  observations  at  the  job,  the  observer 
determined  the  "individual  time''  for  each  element  operation 
from  the/* continuous  times"  recorded  while  taking  the  study. 
These  individual  times  are  the  times  required  for  the  comple- 
tion of  each  of  the  several  elements,  and  are  entered  on  the 
observation  sheet  opposite  the  particular  element  involved  and 
above  the  record  of  the  "continuous"  or  elapsed  time  made 
while  the  time-study  observations  were  under  way — see  Fig.  i. 

Taking  now,  for  example,  the  seventh  detail  operation, 
"Return  Table,"  we  have  a  set  of  values  ranging  from  0.03  to 
0.07  min.  as  the  time  for  performing  this  operation  on  the 
40  pieces  on  which  the  time  study  was  taken.  The  item  0.03 
min.  in  line  17,  column  I,  in  the  second,  or  lower,  group  is 
stricken  out  as  being  due  to  an  error  or  an  abnormal  condition 
and  the  remaining  times  are  averaged,  the  average  value 
0.0505  being  entered  in  the  column  allotted  for  that  purpose. 

The  striking  out  of  abnormal  values,  either  excessively  higher 
or  lower  than  the  average  of  all  the  individual  times  of  the 
same  element,  is  a  detail  that  calls  for  fine  judgment  on  the 
part  of  the  time-study  man.  Such  variations  may  be  due  to  an 
error  in  reading  the  watch,  or  to  an  abnormal  condition  of  the 
work  that  is  not  likely  to  recur  in  the  ordinary  course  of  events. 


—  13  — 

While  no  general  rule  can  be  laid  down  for  the  elimination  of 
these  abnormal  items,  minimum  or  maximum  isolated  items 
25  per  cent,  less  or  30  per  cent,  greater,  respectively,  than  an 
adjacent  item  should  usually  be  rejected. 

Having  determined  the  average,  the  abnormal  readings  being 
eliminated,  the  individual  times  used  in  determining  the  aver- 
age are  scanned  and  the  minimum  individual  time  ascertained. 
This  is  divided  into  the  average,  the  quotient  being  designated 
as  the  "deviation."  The  above  procedure  is  followed  for  each 
of  the  detail  operations,  and  the  individual  deviations  are  listed 
as  shown  on  the  observation  sheet.  These  are  then  totaled 
and  divided  by  the  number  of  deviations.  This  quotient, 
usually,  though  incorrectly,  called  the  average  deviation,  is  a 
factor  that  divided  into  the  average  of  the  individual  times  for 
a  detail  operation  will  give  the  "selected  minimum"  time  for 
that  operation.  The  "total  selected  minimum,"  or  cycle  time, 
is  not  the  time  in  which  it  is  expected  that  the  cycle  be  per- 
formed in  practice,  although  some  one  or  more  of  the  elements  of 
the  cycle  might  be  performed  within  their  respective  "selected 
minimum"  times  by  an  exceptional  operator  working  under 
unusually  favorable  conditions. 

In  many  cases  the  deviations  of  the  several  elements  of  a 
cycle  show  quite  wide  variations.  The  deviation  factor  recon- 
ciles these  variations  and  furnishes  a  convenient  way  of  reduc- 
ing the  several  averages  to  a  common  standard.  It  also  takes 
into  consideration  the  influence  that  the  several  items  in  a  cycle 
may  have  on  any  particular  item.  The  value  assigned  to  an 
item  considered  by  itself  may  be  quite  different  from  the  value  it 
would  assume  when  it  is  considered  as  a  part  of  a  series  of  items. 

A  shorter  method  of  finding  the  deviation  factor  is  to  divide 
the  sum  of  the  averages  by  the  sum  of  the  minima.  It  is,  how- 
ever, desirable  to  note  the  fluctuations  of  the  several  individual 
deviations  from  the  deviation  factor,  since  those  elements  that 
show  the  widest  deviation  are  those  upon  which  the  greatest 
improvements  may  reasonably  be  expected. 

In  cases  where  the  very  nature  of  the  work  has  a  tendency 
to  vary  the  elementary  motions  and  they  are  not  of  sufficient 
importance  to  warrant  an  attempt  at  improvement  the  shorter 
method  will  save  time. 

A  large  number  of  studies  seem  to  indicate  that  the  "selected 
minimum"  times  for  the  various  elements  as  determined  from 
observations  on  one  operator  will  agree  closely  with  those  ob- 
tained from  observations  on  another  operator  doing  the  same 
class  of  work.  This  is  true,  even  if  the  corresponding  elemen- 


—  14  — 

tary  average  times  for  the  two  operators  show  an  appreciable 
variation. 

In  analyzing  a  study,  the  deviations  of  the  motions  of  a  simi- 
lar nature  are,  strictly  speaking,  comparable.  In  explanation: 
It  is  obvious  that  all  operations  consist  of  one  or  more  major 
elements  and  the  handling  elements  involved  in  their  perform- 
ance. It  is  often  advisable  to  group  the  deviations  of  the 
major  elements  together  and  also  those  of  the  handling  ele- 
ments, the  group  averages  of  which  should  then  be  applied  to 
the  respective  elements  from  which  the  group  deviations  were 
derived.  At  times  it  may  even  be  necessary  to  make  finer 
subdivisions  of  the  elements,  as,  for  instance,  when  the  ele- 
ments are  of  a  decidedly  dissimilar  nature. 

The  deviation  in  reality  is  the  amount  an  operator  varies 
from  perfection — a  100  per  cent,  operator  would  have  a  deviation 
ratio,  or  deviation,  equal  to  unity,  for  a  hundred  per  cent, 
operator  is  one  whose  average  time  for  a  task  equals  the  mini- 
mum selected  time  for  the  work.  A  power-feed  machine  time 
where  the  speed  is  kept  constant  would  show  a  deviation  equal 
to  one. 

Observations  have  shown  that  average  operators  working  in 
good  rhythm  show  a  deviation  ranging  between  1.20  and  1.30. 
Deviations  as  low  as  1.15  have  been  obtained,  usually  on  short 
cycle  operations  where  women  are  employed. 

From  a  number  of  studies  taken  on  men,  it  is  observed  that 
they  rarely  show  a  deviation  lower  than  1.20.  This  can  be  ex- 
plained in  part  by  the  type  of  work  they  usually  perform. 
Studies  showing  deviation  much  above  1.30  are  questionable 
and  should  be  carefully  considered  before  use  is  made  of  them. 

Judgment  should  be  used  by  the  observer  in  taking  a  study 
to  note  if  the  operator  is  working  at  his  best  pace,  for  it  is  pos- 
sible for  experienced  operators  to  time  themselves  so  dexter- 
ously as  to  be  able  to  bring  about  a  low  deviation. 

It  is  evident  from  the  foregoing  that  the  selected  minimum 
elementary  time  as  determined  by  the  time  study  represents 
an  exceedingly  high  standard  of  performance  on  the  part  of 
the  operator.  It  would  be  unfair  and  unwise  to  expect  the 
operator  to  continue  at  such  a  rate  throughout  the  day  with- 
out any  rest  or  relaxation.  In  fact,  it  is  not  expected  that  an 
operator  will  attain  the  minimum  time,  except  under  unusual  cir- 
cumstances. Therefore,  in  setting  tasks  or  writing  instruction 
cards  from  the  data  gathered  by  time  study,  an  allowance  is 
made  to  bring  the  time  for  a  job  within  the  ability  of  the  aver- 
age first-class  workman.  This  allowance  is  a  percentage  of  the 


—  15  — 

sum  of  the  elementary  times  that  enter  into  the  operation.  It 
depends  both  upon  the  nature  of  the  work  and  on  the  amount 
of  work  in  a  single  complete  operation  or  cycle  of  operations. 

Based  on  the  data  from  a  vast  number  of  time  studies  on  a 
great  many  varieties  of  work  the  curves  in  Fig.  4  have  been 
derived.  These  curves  are  a  guide  to  the  percentage^  that 
should  be  added  to  the  sum  of  the  times  of  the  elements  making 
up  an  operation.  The  curves  show  the  allowances  that  should 
be  made  for  several  classes  of  work,  the  differentiation  between 
these  classes  being  the  relative  percentage  of  machine  time  and 
handling  time  in  the  operation.  The  mathematical  expression 
of  these  curves  were  derived  by  Carl  G.  Barth. 

The  deductions  made  by  the  observer  from  his  analytical 
study  of  the  data  recorded  at  the  job  are  summarized  and  en- 
tered on  a  second  observation  sheet  (Fig.  3)  on  which  are 


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FIG.   3. — SUMMARY  OF  TIME   STUDY  RECORDED  IN  FIG.    I 

three    columns,    headed    "Selected    Minimum,"    "Preparation 
Time"  and  "Selected  Time,"  respectively. 

The  figures  under  "Selected  Minimum"  are  derived  from  the 
time  study  as  previously  explained,  and  appear  on  the  face 
sheet  only  to  show  the  source  from  which  the  "Selected  Time" 


-16  — 

is  obtained.  Both  "Selected  Minimum"  and  "Selected  Time" 
agree  in  total,  the  only  difference  being  that  the  individual 
selected  times  are  simplifications  of  the  individual  selected 
minimum  times. 

In  the  "Preparation  Column"  is  placed  the  time  for  doing 
certain  operations  which  are  not  performed  regularly,  and 
these  are  shown  on  the  numbered  lines,  2,  n,  12,  13.  The 
time  allowed  for  performing  these  operations  is  standard,  being 
arrived  at  by  previous  time  study  and,  in  some  cases,  is  more 
or  less  liberal.  The  time  allowed  for  each  operation  is  divided 
by  the  number  of  pieces  done  during  certain  intervals  to  ob- 
tain the  allowance  per  single  piece. 

Inasmuch  as  this  job  includes  only  handling  time,  Curve  100, 
Fig.  4,  is  used  to  determine  the  percentage  of  allowance.  The 
percentage,  41,  is  found  at  the  point  on  this  curve  correspond- 
ing to  the  time  of  the  selected  cycle,  0.475  minute.  Multiply- 
ing the  selected  cycle  of  0.475  minute  by  0.41  we  obtain  an  al- 
lowance of  0.195  minute.  This  is  added  to  the  selected  cycle 
and  gives  a  total  of  0.67  minute  for  the  Working  cycle.  The 
working  cycle  is  the  time  in  which  the  operator  should  perform 
the  operation  consistently  over  a  full  working  period. 

To  the  preparation  time  an  arbitrary  allowance  of  25  per  cent. 
is  made  to  offset  any  variation,  interferences,  etc.  To  the  total 
of  working  cycle  time  and  preparation  time  a  flat  shop  allow- 
ance of  2^  per  cent,  is  added  to  cover  oiling  the  machine  and 
washing  at  noon  and  night.  The  grand  total,  0.779  minute,  of 
the  several  items  enumerated  is  the  standard  time  in  which 
the  workman  should  do  the  job. 

Before  the  rate  established  by  the  time  study  is  put  into 
effect  in  the  shop,  it  is  checked  by  observing  the  workman  as- 
signed to  the  work  for  a  few  cycles  of  the  operation  and  noting 
whether  he  approaches  the  selected  minima  of  the  detail  oper- 
ations. Any  appreciable  variation  indicates  an  error  in  the 
time  study,  one  which  should  be  corrected  before  the  study  can 
be  accepted.  A  satisfactory  check  is  followed  by  the  insertion 
on  the  summarized  observation  sheet  of  the  various  items  of 
hourly  production,  wage,  rate,  etc.,  relating  to  the  operation 
studied.  Instruction  cards,  one  for  the  machine  adjuster  (Fig.  5), 
whose  duty  it  is  to  adjust,  maintain  in  good  operating  condi- 
tion and  inspect  the  machine  to  be  employed,  to  see  that  it 
is  properly  lubricated,  to  secure  the  cutting  tools,  etc.,  and  to 
exercise  supervision  over  the  machine;  and  the  other  (Fig.  6) 
for  the  workman  assigned  to  the  job  are  then  compiled.  The 
latter  instruction  card  should  carry  detailed  instruction  of  all 


FIG.    4. — CURVES    OF   DELAY  ALLOWANCES 


—  18  — 


I  ill  ill!     li^ilPi? 


MODEL  STJFTCL?  BOL?  BREECH 


Edge  extractor  cut  right 
:side  bottom  front  end 


3.52  Hiokel     JP  &  W  #12  Edgar 
.... .,  ........  Steel  ' 


g 


O 


1 

BOLT  BHEECH 

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Rig 

Extractor  Out» 

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L/2^  Hiokel         P  4  W  #12  ^ 

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i  ^ 

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— 

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u  w 


O 


—  19  — 

acts  necessary  for  the  workman  to  perform,  with  entries  of 
the  time  the  work  should  take  and,  in  addition,  the  calculated 
"handling  time"  and  the  allowance  for  washing  up,  oiling  the 
machine,  etc.  The  sum  total  of  the  element  times,  handling 
time  and  allowances  establishes  the  time  per  unit  upon  which 
the  rate  per  unit  is  figured. 

In  the  shop  in  which  the  time  study  on  profiling  the  bolt 
breech  of  the  military  rifle  was  taken,  a  guarantee  of  the  rate 
of  payment  is  also  issued  with  the  instruction  card  to  the  work- 
men (see  Fig.  7).  The  late  Dr.  Frederick  W.  Taylor  always  re- 


eUARANTBE-      OF-    RATE- 


BOLT   BREECH 


QJL       I  EDGE  EXTRACTOR  CUT.  R16HT 

E^NO.      OPE**™*  SIDE  AMD  BOTTOM  FROHT5/W 


P.  80  W.  NO.  12  EDGER       \%0.30\^0.5Z          &-/3-/B 

tACHIME  I  BASE  RATE     [  RATE  PER  IOO 


PROD. PEP  HOUR 


Th9  above  Piece  Ra+e  depends  upon  the  Base  ffate  and  the 
Time  allowance  for  doing  the  Work . 

The  Base  Rate  'is  determined  by  Business  and  Industrial  Cond- 
itions . 

The  Time  Allowance  is  determined  by  Time  Observations .  ~ 

TPte.  Company  guarantees  that  the  Base  Rate  will  not  be 
Changed  as  long  as  there  is  no  Radical  Change  in  the  Business 
and  Industrial     Conditions,  and  Guarantees  that  the  Tim&AlloW' 
once  will  not  be  Changed  as  long  as  the  Method  Described  on 
the  Instruction  Card  is  m  .Effect. 

JOHN  DOE  HANUFACTUP1N6  CO. 

Kff  O 


FIG.    7.       WORKMAN  S    RATE    GUARANTEE 


garded  the  issuance  of  an  instruction  card  to  the  workers  as  a 
guarantee  of  the  task  time  for  the  performance  of  the  work 
as  described,  but  the  separate  guarantee,  suggested  by  J.  E. 
Otterson  of  the  Winchester  Repeating  Arms  Company,  is  not 
without  merit. 


CHAPTER  III 

TAKING   A    PRODUCTION    STUDY  TO    CHECK  TASKS 

AFTER  an  operation  time  study  has  been  completed,  an  in- 
struction card  prepared,  and  a  rate  set,  there  is  sometimes 
complaint  made  that  the  operator  is  unable  to  reach  the  standard 
called  for  by  the  instruction  card.  This  may  be  due  to  one  or 
more  of  several  causes:  Lack  of  skill  on  the  part  of  the  oper- 
ator; trouble  with  the  machine;  improper  equipment;  un- 
noticed or  unnecessary  delays  or  wastes  of  time;  or  an  incorrect 
time  study. 

If  an  operator  consistently  fails  to  perform  his  task  in  the 
allotted  time,  it  is  essential  that  his  work  be  studied  to  ascer- 
tain which  of  the  above  enumerated  items  is  the  cause  of  the 
failure.  If  the  fault  lies  with  the  operator,  he  may  be  corrected 
or  put  under  instruction.  If  the  machine  is  out  of  order,  the 
necessity  of  repairs  or  adjustment  becomes  at  once  apparent. 
If  the  time  study  has  been  carelessly  or  incorrectly  made,  that 
fact  will  be  revealed  and  the  rate  called  for  by  the  instruction  • 
card  can  be  canceled  pending  the  correction  of  the  study  and 
the  establishment  of  a  new  rate.  It  should  be  said  here  that 
when  the  original  time  study  is  made  and  computed  according  to 
the  methods  previously  described,  the  rate  will  seldom  be  found 
to  be  incorrect,  but  that  the  trouble  lie  with  the  machine  or  the 
operator.  The  study  that  is  made  to  determine  the  cause  of 
failure  of  an  operator  to  reach  the  standard  set  is  known  as  a 
"  production  study." 

A  production  study  consists  in  an  observation  of  a  job  during 
its  entire  course,  the  time  of  the  various  elements  or  cycles  of 
elements  being  taken,  together  with  the  time  of  all  interruptions 
or  delays  of  any  kind  whatever.  The  production  study  should 
begin  preferably  when  the  operator  starts  work  in  the  morning 
and  should  continue  throughout  the  day,  or  possibly  for  several 
days,  provided  the  job  lasts  that  long,  and  the  nature  of  the 
work  requires  it.  It  is  especially  desirable  that  the  study  con- 
tinue for  an  entire  day  if  the  work  is  of  such  a  nature  as  to  re- 
quire considerable  exertion  on  the  part  of  the  operator,  in  order 
that  the  effects  of  fatigue  may  be  determined.  It  often  happens 


—  21  — 

that  a  time  study  which  is  apparently  correct  for  jobs  whose 
duration  is  but  an  hour  or  two  will  set  a  task  which  is  far  too 
severe  if  the  job  is  to  be  continued  for  eight  or  ten  hours  by 
reason  of  the  cumulative  effect  of  fatigue  over  the  longer  period. 
In  making  the  production  study,  the  watch  should  be  started 
at  the  commencement  of  the  work  and  allowed  to  run  continu- 
ously until  the  study  is  completed.  The  observer  should  notice 
the  elapsed  time  at  the  completion  of  each  element  operation 
or  cycle  and  at  the  beginning  and  end  of  each  interruption  the 
class  of  the  work  and  the  nature  of  the  interruption  or  delay. 
The  observer  should  take  differences — determine  the  individual 
times— during  the  course  of  the  study,  if  the  intervals  between 
readings  are  of  sufficient  duration  to  permit  so  doing.  The  tak- 
ing of  differences  on  the  spot  supplies  the  data  necessary  for 


OBSERVATION   SHEET 

O....v..-s  -A*.  >£Wfc  MACH.NE  NO.    /  F7ff   O 


y^c&~4  ~i 


ilfiliili 


DETAILED    OPERAT 


^ 


^! 


^ 


^5 


FIG.  8. — TIME  STUDY  ON  POLISHING  A  RIFLE  BARREL 


the  observer  to  make  frequent  comparison  of  the  several  in- 
dividual times,  practice  which  frequently  enables  the  observer 
to  detect  discrepancies  in  the  operator's  work  and  to  determine 
and  apply  the  remedy  at  once. 

At  the  conclusion  of  the  production  study,  the  time  consumed 
in  the  several  operations  and  by  the  various  delays  is  summar- 


—  22  — 

ized  and  totaled.  This  collection  of  data  will  then  make  it  a 
simple  matter  to  determine  whether  the  workman  wasted  time 
or  was  subjected  to  unnecessary  delays  in  securing  materials, 
etc.,  whether  there  were  machine  delays  and  whether  the  ma- 
chine was  run  at  the  most  effective'  speed. 

Figs.  8,  9  and   10  illustrate  a  time-study  observation  sheet, 
its  summary  and  the  instruction  card  issued  to  the  workman 


OBSERVATION   SHEET 

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FIG.   9. — SUMMARY  OF  TIME   STUDY  ON  POLISHING  RIFLE   BARREL 

for  polishing  the  barrel  of  a  military  rifle  in  a  Heming  Bros, 
automatic  polishing  machine.  For  some  reason  the  workman 
appeared  to  be  unable  to  accomplish  the  work  in  the  time  set 
by  the  study.  As  the  taking  of  the  study  and  the  setting  of  the 
rates  therefrom  followed  the  procedure  described  in  Chapter 
II,  it  was  necessary  to  ascertain  the  reason  for  the  workman's 
failure  to  complete  his  task  in  the  time  allowed. 

Referring  to  Fig.  9  it  will  be  noted  that  of  the  1.88  minutes 
required  for  the  completion  of  the  cycle  of  element  operations, 
1.69  minutes  are  consumed  by  machine  operations,  and  0.19 
minute  in  handling  the  work  into  and  out  of  the  machine.  On 
the  machine  time  a  flat  allowance  of  5  per  cent,  is  made  and 
on  the  handling  time,  in  establishing  the  rate,  a  percentage  is 


PIECE  WORK 
INSTRUCTION  CARD 


Set  up  and  dress  wheel 
Piok  up  tray  of  work  and  plac 
on  bench.  .195x1/24 
Pick  tro  Barrel  and  Place  in 
fixtirb 

Tighten  Fixture  and  Clutoh  ln| 
POLISH  R.P.li.  of  wheel  1525  4  *•?•  ' 
of  work  282-  Feed  .053  Run  $5  1/2" 
RETUW!  CARRIAGE 
Loosen  fixture  and  renov 
to  tray 

Removo  tray  of  finished  Barrols 
to  floor   .13x1/24  | 


Barfal 


X.69  Uin. 
.19  Min. 


(Machine  Time)  at 
(Handling  Tine)  a^ 


.033  Win.  Preparation  time  plus_25f 

Allowance  for  washing  and  oiling  al 
Tiae  for  one  pleoo 


rzi 


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.04 


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.35 


stiff 


MM*.  tt»0*1MrtT  A1 

"MML=^L=^^ 


__!4rl3=18l. 


—  23  — 

allowed  which  depends  upon  the  proportion  of  the  cycle  time 
represented  by  the  handling  time  of  all  the  machines  tended 
by  the  workman.  The  data  shows  that  the  operator  runs  four 
machines,  and  the  assumption  is  made  that  on  the  same  opera- 
tion the  handling  time  of  each  machine  must  be  the  same, 
or  0.76  minute.  The 
cycle  time  being  1.88 
minutes,  the  ratio  of 
the  total  handling 
time  to  that  of  the 
cycle  is  41  per  cent. 
The  allowance  per- 
centage for  handling 
time  in  an  operation 
involving  propor- 
tional handling  time 
of  41  per  cent.,  the 
handling  time  for  one 
machine  being  0.19 
minute,  is  70  per 
cent,  (see  "Curves  of 
Delay  Allowances," 
Fig.  4).  The  allow- 
ances for  the  prepa- 
ration of  the  ma- 
chine, oiling  and 
washing  up,  are  ar- 
rived at  as  explained 
in  Chapter  II. 

The  time-study 
summary,  Fig.  9,  also 
shows  that  the  ma- 
chine operation  naturally  divides  itself  into  four  parts:  the 
setting  of  the  work  in  the  machine,  the  polishing  operation, 
the  return  of  the  machine  to  its  initial  position,  and  the  re- 
moval of  the  work  from  the  machine.  These  distinct  acts  are 
listed  on  the  observation  sheet  of  the  production  study,  Fig.  n, 
as  items  A,  B,  C,  and  Z),  respectively.  The  other  items  listed 
on  the  summary  observation  sheet  of  the  time  study,  Fig.  9, 
are  not  part  of  the  cycle  proper,  but  are  operations  performed 
on  a  group  of  pieces  or  on  the  machine  after  the  completion  of 
a  certain  number  of  pieces,  and  are  pro-rated  to  the  individual 
piece. 

In    conducting    the    production    study,    the    observer   com- 


FIG.    10. INSTRUCTION  CARD  FOR  POLISH- 
ING RIFLE    BARREL 


—  24- 

menced  by  noting  and  recording  on  the  observation  sheet  (Fig. 
n)  the  elapsed  time  of  the  complete  cycle,  operations  A  to  Z), 
inclusive.  He  found,  however,  that  it  was  possible  to  separate 
the  machine  operations  from  the  handling  operations,  and,  after 
the  first  four  pieces  were  made,  he  followed  this  procedure, 
noting  the  handling  time  before  the  machine  operations,  the  two 
machine  operations  and  the  handling  time  after  the  machine 
operations  as  three  separate  groups.  Twelve  pieces  were  then 


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FIG.    II. OBSERVATION    SHEET   OF    PRODUCTION    STUDY   ON 

POLISHING    RIFLE    BARRELS 


made  under  these  conditions,  when  the  desirability  of  still 
further  division  became  apparent.  The  machine  operations  were 
accordingly  separated  and  individual  observations  made  of  items 
A9  B,  C,  and  D. 

The  observer  took  differences  as  he  proceeded  with  the  study, 
inserting  the  individual  times  in  the  upper  part  of  the  spaces 
opposite  the  various  items  (see  Fig.  n).  The  handling  time  is 
separated  from  the  machine  time  by  recording  it  in  a  different 
column  on  the  observation  sheet.  While  this  is  not  absolutely 
necessary,  it  makes  the  analysis  of  the  study  somewhat  easier 
than  it  would  otherwise  be  and  enables  the  observer  quickly 


—  25  — 

to  notice  discrepancies  in  the  performance  of  different  parts  of 
the  job. 

On  line  18,  column  4  of  the  observation  sheet  there  is  noted 
an  interruption  to  the  smooth  progress  of  the  work,  symbolized 
by  the  letters  DU.  The  significance  of  this  observation  is  that 
there  was  an  unavoidable  delay,  beginning  at  the  completion 
of  operation  C  (5.60  min.)  and  terminating  0.30  minute  later 
(5.90  min.),  after  which  operation  D  was  performed  in  its  regu- 
lar order.  The  duration  of  this  delay  was  entered  in  a  differ- 
ent column  from  those  employed  for  recording  the  machine 
and  handling  times.  Similarly,  in  column  4,  lines  17  to  20, 
other  interruptions  were  recorded,  designated  by  the  symbols 
MT,  WC,  MS,  and  WD.  This  delay,  totaling  to  2.88  minutes, 
was  occasioned  by  machine  trouble  which  necessitated  changing 
the  wheel,  starting  the  machine  after  the  insertion  of  the  fresh 
wheel  and  then  dressing  the  wheel. 

The  recording  of  the  observations  of  the  complete  production 
study  required  five  observation  sheets,  only  the  first  one  of 
which  is  reproduced  in  Fig.  n,  but  the  observations  of  the 
complete  study,  together  with  the  individual  times  of  the 
various  operations  and  interruptions,  are  reproduced  in  Table 

A,  where  the  various  observations  are  designated  by  the  fol- 
lowing symbols: 

Useful  Operations. — A,   handling  of  work   before  polishing; 

B,  actual  polishing  in  the  machine;    C,  returning  the  machine 
carnage  to  its  initial  position;    Dy  handling  of  work  after  the 
polishing  operation. 

Delays. — DU,  unavoidable  delay;  MT,  machine  trouble; 
WC,  changing  wheel;  MS,  starting  machine;  WD,  dressing 
wheel;  WM,  moving  work. 

TABLE  A.  THE  PRODUCTION  STUDY  IN  DETAIL 

Individual  Individual 

Contin-          Time,  Min.  Contin-          Time,  Min. 

Obser-  uous    Obser-  uous 


vation,    Oper-      Time,       Ma-     Hand-     De-  vation,    Oper-        Time,       Ma-     Hand-    De- 

No.       ation        Min.       chine      ling        lay  No.        ation          Min.        chine      ling       lay 

1  A-D  1.95  1.95 11  A  11.99  ....  0.14  .... 

2  A-D  3.95  2.00 12  B-C  13.75  1.76 

3  A-D  6.05  210 13  D  13.80  ....0.05.... 

4  A-D  7.98  1.93 14  A  13.98  ....  0.18  .... 

5  A    8.12  ....  0.14  ....     15   B-C   15.75  1.77 

6  B-C   9.88  1.76 16    D   15.80  ....  0.05  .... 

7  D    9.93  ....  0.05  ....      17   A    15.93  ....  0.13  .... 

8  A    10.05  ....  0.12  ....     18  B-C  '17.71  1.78 

9  B-C   11.81  1.76 19   D   17.75  ....  0.04  .... 

10   D   11.85  ....  0.04  ....     20   A    17.91  ....  0. 16  . . . . 

*  The  stop  watch  is  graduated  only  for  a  total  reading  of  30  min.,  and  it  resets  itself  to  zero  at 
the  end  of  the  30-min.  period.  Consequently,  30  min.  must  be  added  to  the  actual  reading  of  the 
watch  at  the  points  noted  (*)  before  subtracting  to  obtain  the  individual  time. 

t  The  observer  for  some  reason  not  now  apparent  reset  his  watch  to  zero  at  this  point. 


TABLE   A.     THE   PRODUCTION  STUDY  IN   DETAIL   (Continued} 


Obser- 
vation, 
No. 

21 
22 
23 
24 
25 
26 
27 
28 
29 
30 
31 
32 
33 
34 
35 
36 
37 
38 
39 
40 
41 
42 
43 
44 
45 
46 
47 
48 
49 
50 
51 
52 
53 
54 
55 
56 
57 
58 
59 
60 
61 
62 
63 
64 
65 
66 
67 
68 
69 
70 
71 
72 
73 
74 
75 
76 
77 
78 
79 


Oper- 
ation 

B-C 

D 

A 
B-C 

D 

A 
B-C 

D 

A 
B-C 

D 

A 
B-C 

D 

A 
B-C 

D 

A 
B-C* 

D 

A 

B 

C 

D 

A 

B 

C 
DU 

D 

A 

B 

C 

D 

A 

B 

C 

D 
WM 

A 

B 

C 

D 

A 

B 

C 

D 

A 

B 

C 

D 

A 

B 

C 

D 

A 

B 

C 

D 

A 


Contin- 

Individual 
Time,  Min. 

Time, 

Ma- 

Hand-  De- 

Min. 

chine 

ling 

lay 

19.68 

1. 

77 

19.72 

0.'04 

19.88 

0.16 

21.64 

i. 

70 

21.69 

0.05 

21.83 

0.14 

23.60 

i. 

77 

23.64 

6.04 

23.78 

0.14 

25.55 

i." 

77 

25.60 

0.05 

25.74 

0.14 

27.49 

i* 

7.1 

27.54 

6.05 

27.69 

0.15 

'.  '.  '.  '. 

29.47 

i. 

7S. 

.... 

29.53 

0.06 

29.65 

0.12 

.  .  .  '. 

1.43 

i. 

78 

1.54 

o.'ii 

1.71 

0.17 

3'.10 

i. 

:w 

3.48 

0. 

38 

3.52 

0.'04 

3.84 

0.32 

5.23 

i. 

39 

5.60 

0. 

37 

5.90 

0.30 

5.99 

6.'  09 

.... 

6.16 

0.17 

7.58 

i.' 

42 

7.95 

Q* 

37 

.... 

8.00 

o.'os 

.... 

8.18 

0.18 

.... 

9.59 

i" 

41 

9.97 

0. 

38 

10.02 

0.05 

.*. 

10.50 

6.48 

10.58 

6.08 

12.06 

i. 

48 

12.43 

0.37   

12.50 

0.07 

12.64 

0.14 

14.06 

i. 

42 

14.42 

0. 

36 

i  .'•  / 

14.61 

6.'  19 

14.76 

0.15 

.... 

16.16 

i. 

40 

.... 

.... 

16.54 

o. 

3S 

16.58 

0.04 

16.72 

0.14 

18.13 

i. 

41 

18.51 

0. 

38 

18.59 

o.'os 

18.73 

0.14 

20.14 

i. 

41 

.  .  .  . 

20.52 

0. 

38 

.  .  .  . 

20.70 

0.18 

20.93 

0.23 

Obser- 
vation, 
No. 

80 

81 

82 

83 

84 

85 

86 

87 

88 

89 

90 

91 

92 

93 

94 

95 

96 

97 

98 

99 

100 

101 

102 

103 

104 

105 

106 

107 

108 

109 

110 

111 

112 

113 

114 

115 

116 

117 

118 

119 

120 

121 

122 

123 

124 

125 

126 

127 

128 

129 

130 

131 

132 

133 

134 

135 

136 

137 

138 


Oper- 
ation 

B 

C 

D 

A 

B 

C 

D 

A 

B 

C 

D 

A 

B 

C 

D 

A 

B* 

C 

D 

A 

B 

C 

D 

A 

B 

C 

D 

M  T 
WC 
MS 
W  D 

A 

B 

C 

D 

A 

B 

C 

D 
W  M 

A 

B 

C 

D 

A 

B 

C 

D 

A 

B 

C 

D 

A 

B 

C 

D 

A 

B 

C 


Contin- 

Individual 
Time,  Min. 

Time, 
Min. 

22.35 
22.73 
22.78 
23.02 
24.43 
24.82 
24.85 
24.99 
26.41 
26.79 
26.85 
27.01 
28.43 
28.82 
28.87 
29.02 
0.43 
0.82 
0.90 
1.05 
2.47 
2.86 
2.91 
3.05 
4.48 
4.86 
4.90 
5.80 
7.40 
7.60 
7.88 
7.92 
9.32 
9.70 
9.76 
9.93 
11.35 
11.73 
11.83 
12.17 
12.31 
13.73 
14.11 
14.  15 
14.32 
15.73 
16.10 
16.15 
16.33 
17.72 
18.09 
18.15 
18.34 
19.75 
20.  13 
20.22 
20.37 
21.77 
22.14 

Ma- 
chine 

1.42 
0.38 

1.41 
0.39 

1.'42 
0.38 

i.'42 
0.39 

i.'ii 

0.39 

i.42 
0.39 

i.43 
0.38 

Hand- 
ling 

o.'os 

0.24 

De- 
lay 

0.03 
0.14 

0.06 
0.16 

0.05 
0.15 



0.08 
0  15 



0.05 
0.14 

0.04 

6.'  90 
1.60 
0.20 
0.28 

1.40 
0.38 

i.42 
0.38 

1.'42 
0.38 

i.ii 

0.37 
i  39 

6.04 

0.'06 
0.17 

o.io 

O.'l4 

6.'  04 
0.17 

6.34 

0.05 
0.18 

0.37 

i.ii 

0.38 

1.40 
0.37 

•^ 

0.06 
0.19 

.... 

0.09 
0.15 

.... 

—  27  — 


TABLE  A.     THE   PRODUCTION  STUDY   IN   DETAIL   (Continued) 


Obser- 
vation, 
No. 

139 
140 
141 
142 
143 
144 
145 
146 
147 
148 
149 
150 
151 
152 
153 
154 
155 
156 
157 
158 
159 
160 
161 
162 
163 
164 
165 
166 
167 
168 
169 
170 
171 
172 
173 
174 
175 
176 
177 
178 
179 
180 
181 
182 
183 
184 
185 
186 
187 
188 
189 
190 
191 
192 
193 
194 
195 
196 
197 

Oper- 
ation 

D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C* 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
W  M 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 

Contin- 

Individual 
Time,  Min. 

Obser- 
vation, 
No. 

198 
199 

200 
201 
202 
203 
204 
205 
206 
207 
208 
209 
210 
211 
212 
213 
214 
215 
216 
217 
218 
219 
220 
221 
222 
223 
224 
225 
226 
227 
228 
229 
230 
231 
232 
233 
234 
235 
236 
237 
238 
239 
240 
241 
242 
243 
244 
245 
246 
247 
248 
249 
250 
251 
252 
253 
254 
255 
256 

Oper- 
ation 

B 

C 
D 
A 
B 
C 
D 
A 
B 
C 
Df 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
W  M* 
MS 
A 
B 

Contin- 

Individual 
Time.  Min. 

Time, 
Min. 

22.19 
22.34 
23.76 
24.12 
24.20 
24.36 
25.78 
26.15 
26.22 
26.36 
27.78 
28.16 
28.24 
28.37 
29  80 
0.17 
0.23 
0.41 
1.83 
2.20 
2.30 
2.47 
3.90 
4.27 
4.32 
4.47 
5.88 
6.25 
6.30 
6.44 
7.84 
8.21 
8.25 
8.40 
9.79 
10.18 
10.23 
10.37 
11.76 
12.14 
12.20 
12.35 
13.75 
14  12 
14.36 
14.78 
14.95 
16.33 
16.71 
16.88 
17.07 
18.45 
18.83 
18.91 
19.06 
20.45 
20.82 
20.88 
21.01 

Ma- 
chine 

i.42 
0.36 

i.'42 
0.37 

i.'42 
0.38 

i.'is 

0.37 

i.42 
0.37 

i.'43 
0.37 

i.'ii 

0.37 

i.46 

0.37 

i.'39 
0.39 

i."39 
0.38 

i.'io 

0.37 

i.'38 
0.38 

i.'38 
0.38 

i.'39 
0.37 

Hand-   Ds- 
ling    ,  lay 

0.05  .... 
0.15   

Time, 
Min. 

22.40 

22.78 
22.83 
22.94 
24.33 
24.71 
24.75 
24.88 
26.26 
26.63 
26.69 
0.22 
1.68 
2.07 
2.23 
2.38 
3/85 
4.25 
4.35 
4.53 
6.02 
6.42 
6.55 
6.70 
8.19 
8.59 
8.67 
8.83 
10.33 
10.75 
10.84 
11.00 
12.52 
12.93 
13.02 
13.20 
14.72 
15.13 
15.23 
15.38 
16.91 
17.33 
17.42 
17.59 
19.16 
19.56 
19.65 
19.83 
21.40 
21.82 
21.89 
22.04 
23.65 
24.07 
24.18 
30.00 
0.40 
0  52 
2  17 

Ma- 
chine 

1.39 
0.38 

i'39 
0.38 

i  38 
0.37 

i.46 
0.39 

i.47 
0.40 

i.49 
0.40 

i.49 
0.40 

i.'so 

0.42 

i.52 
0.41 

i.52 
0.41 

i.'53 
0.42 

i.'57 
0.40 

i.57 
0.42 

i.'ei 

0.42 
1  65 

Hand- 
ling 

De- 
lay 

0.05 
0.11 

.... 

6.'  08   ! 
0.16   .... 

6.'  07   ! 
0.14   .... 

0.04 
0.13 

6'oe 

0.22 

0. 

0. 

6. 

0. 

0." 
0. 

0.' 
0. 

0. 
0. 

(').' 

0. 

08   .... 
13   .... 

06   ! 

18  .... 

10  ; 

17  .... 

0  16 
0.15 

.  .  .  . 

o  io 

0  18 



o.is 

0.15 

o.'os 

0.16 

.... 

05   . 
15  .... 

05   . 
14  .... 

04  ! 
15   

6.'  09 
0.16 



0.09 
0.18 

.  .  .  . 

().' 

0. 

().' 

0. 

05   ! 
14   

0.10 
0.15 



06  . 
15   .... 

6.'  09 
0.17 

.... 

0.24    . 
0.42 
0.17   .... 

6'09 
0.18 

.... 

0. 
0. 

,6. 

0. 

6.' 

0. 

17  . 
19   .... 

08   '. 
15   

06   ! 
13   . 

o.'or 

0.15 

o.'ii 

0^12 

5  82 
0.40 

—  28  — 


TABLE   A.     THE   PRODUCTION  STUDY   IN   DETAIL    (Continued) 


Obser- 
vation, 
No. 

257 
258 
259 
260 
261 
262 
263 
264 
265 
266 
267 
268 
269 
270 
271 
272 
273 
274 
275 
276 
277 
278 
279 
280 
281 
282 
283 
284 
285 
286 
287 
288 
289 
290 
291 
292 
293 
294 
295 
296 
297 
298 
299 
300 
301 
302 
303 
304 
305 
306 
307 
308 
309 
310 
311 
312 
313 
314 
315 


Oper- 
ation 

c 

D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B* 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 


Contin- 
uous   - 
Time, 
Min. 

2.60 

2.68 

2.85 

4.53 

4.97 

5.05 

5.21 

6.92 

7.36 

7.53 

7.71 

9.43 

9.86 

9.94 

10.11 

11.82 

12.25 

12.40 

12.56 

14.23 

14.65 

14.74 

14.91 

16.64 

17.06 

17.18 

17.33 

19.08 

19.51 

19.59 

19.82 

21.57 

22.00 

22.08 

22.23 

23.99 

24.41 

24.52 

24.77 

26.56 

26.98 

27.08 

27.28 

29.06 

29.49 

29.58 

29.76 

1.54 

1.97 

2.07 

2.21 

3.98 

4.40 

4.51 

4.66 

6.32 

6.73 

6.90 

7.08 


Individual 
Time,  Min. 


Ma- 
chine 

0.43 


Hand-    De- 
ling        lay 


0.  08 
0.17 


1  .  68 
0.44 


0.08 
0.16 


1.71 
0.  44 


0.17 
0.18 


1.72 
0.43 


0.08 
0.17 


1.71 
0.43 


0.  15 
0.16 


1.67 
0.42 


1.78 
0.43 


1.78 
0.43 


1.77 
0.42 


0.09 
0.17 


1.73 
0.42 


0.12 
0.15 


1  .  75 
0.43 


0.  08 
0.  23 


1  .  75 
0.43 


0.08 
0.15 


1.76 
0.42 


0.11 
0.25 


1.79 
0.42 


0.10 
0.20 


0.09 
0.  18 


0.10 
0.14 


0.11 
0.15 


1.66 
0.41 


0.17 
0.18 


Obser- 
vation, 
No. 

316 

317 

318 

319 

320 

321 

322 

323 

324 

325 

326 

327 

328  ' 

329 

330 

331 

332 

333 

334 

335 

336 

337 

338 

339 

340 

341 

342 

343 

344 

345 

346 

347 

348 

349 

350 

351 

352 

353 

354 

355 

356 

357 

358 

359 

360 

361 

362 

363 

364 

365 

366 

367 

368 

369 

370 

371 

372 

373 

374 


Oper- 
ation 

B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B* 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 


Contin- 
uous   - 
Time, 
Min. 

8.76 

9.15 

9.30 

9.45 

11.09 

11.52 

11.59 

11.73 

13.37 

13.80 

13.89 

14.05 

15.69 

16.11 

16.20 

16.35 

17.98 

18.40 

18.48 

18.62 

20.28 

20.70 

20.78 

20.93 

22.60 

23.02 

23.11 

23.29 

24.93 

25.36 

25.43 

25.63 

27.28 

27.69 

27.97 

28.14 

29.79 

0.21 

0.29 

0.44 

2.09 

2.50 

2.60 

2.76 

4.45 

4.88 

4.96 

5.14 

6.82 

7.25 

7.35 

7.50 

9.21 

9.63 

9.73 

9.92 

11.61 

12.05 

12.15 


Individual 
Time,  Min. 


Ma- 
chine 

1.68 

0.39 


Hand-   De- 
ling      lay 


1.64 
0.43 


0.15   ... 
0.15   . 


0.07 

0.14   . 


1.64 
0.43 


1.64 
0.42 


0.09   .... 
0.16   . 


0.09   .... 
0.15   . 


1.63 
0.42 


1.66 
0.42 


0.08   

0.14   . 


0.08   .... 
0.15   . 


1.67 
0.42 


0.09   .... 
0.18   .:.. 


1.64 
0.43 


1.65 
0.41 


1.65 
0.42 


0.07 

0.20  . 


0.28   .... 
0.17   . 


0. 08   .... 
0.15   . 


1.65 
0.41 


0.10  .... 
0.16   . 


1.69 
0.43 


1.68 
0.43 


0.08   

0.18   . 


0.10  .... 
0.1-5   . 


1.71 
0.42 


0.10  .... 
0.19   . 


1.69 
0.44 


0.10  . 


—  29  — 


TABLE   A.     THE   PRODUCTON    STUDY   IN   DETAIL    (Continued] 


Individua 

1 

Contin- 

Time, Min. 

vat  ion, 

Oper- 

uous 
Time, 

Ma-     Hand- 

De- 

L No. 

ation 

Min. 

chine      ling 

lay 

375 

A 

12.33 

....   0.18 

376 

B 

14.08 

1  .  75   

377 

C 

14.52 

0.  44   

378 

D 

14.59 

....   0.07 

379 

A 

14.78 

....   0.19 

380 

B 

16.52 

1.74   

381 

C 

16.94 

0.42   

382 

D 

17.15 

0.21    . 

383 

A 

17.30 

0.15   . 

384 

B 

18.98 

1.68   

385 

C 

19.41 

0.43   .  . 

386 

D 

19.47 

0.06   . 

387 

A 

19.63 

0.16   . 

388 

B 

21.36 

1  .  73   .  .    . 

389 

C 

21.78 

0.42   . 

390 

D 

21.85 

0.07   . 

391 

A 

21.98 

....  0.13   . 

392 

B 

23.69 

1.71    

393 

C 

24.12 

0.43   

394 

D 

24.24 

....   0.12   . 

395 

A 

24.42 

....'0.18   . 

396 

B 

26.12 

1.70 

397 

C 

26.56 

0.  44   

398 

D 

26.63 

....   0.07   . 

399 

A 

26.86 

0.23   . 

400 

B 

28.60 

1.74   

401 

C 

29.04 

0.  44   

402 

D 

29.13 

0.09   . 

403 

A* 

29.31 

....  0.18   . 

404 

B 

1.06 

1.75   

405 

C 

1.48 

0.42   

406 

D 

1.57 

....   0.09   . 

407 

A 

1.73 

....   0.16   . 

408 

B 

3.47 

1.74   

409 

C 

3.90 

0.43   

410 

D 

4.02 

0.12  . 

411 

A 

4.17 

0.  15   . 

412 

B 

5.93 

1.76   

413 

C 

6.36 

0.43   

414 

D 

6.48 

....  0.12   . 

415 

A 

6.67 

....   0.19   . 

416 

B 

8.44 

1.77   

417 

C 

8.88 

0.44   ....    . 

418 

D 

9.00 

....   0.12   . 

419 

A 

9.18 

....  0.18   . 

420 

B 

10.93 

1.75   

421 

C 

11.37 

0.44   

422 

D 

11.44 

....  0.07   . 

423 

A 

11.60 

....  0.16   . 

424 

B 

13.37 

1.77   

425 

C 

13.81 

0.44   

426 

D 

13.90 

....  0.09   . 

427 

A 

14.06 

....   0.16   . 

428 

B 

15.86 

1.80   

429 

C 

16.29 

0.43   

430 

D 

16.37 

....  0.08   . 

431 

A 

16.56 

....  0.19   . 

432 

B 

18.38 

1.82   

433 

C 

18.81 

0.43   

.  .  . 

Obser- 
vation, Oper- 
No.  ation 

434  D 

435  M  T 

436  WC 

437  MS 

438  W  D 


439 
440 
441 
442 
443 
444 
445 
446 
447 
448 
449 
450 
451 
452 
453 
454 


A 
B 
C 
D 
A 
B 
C 
D 
A 
B* 
C 
D 
A 
B 
C 
D 
Adjust 

455  Mach. 

456  A 

457  B 

458  C 

459  D 
Insp. 

460  Work 
Adjust 

461  Mach. 

462  A 

463  B 

464  C 

465  D 

466  W  M 

467  A 
468 

469 
470 
471 
472 
473 
474 
475 
476 
477 
478 
479 
480 
481 
482 
483 
484 
483 
486 
487 
488 


489 


Contin- 
uous   - 
Time, 
Min. 

18.98 

19.60 

21  90 

22.45 

23.65 

23.82 

25.33 

25.74 

25.79 

25.92 

27.49 

27.93 

28.11 

28.32 

29.92 

0.34 

0.45 

0.64 

2.26 

2.68 

2.78 

3.24 
3.38 
5.01 
5.43 
5.54 


Individual 
Time,  Min. 


Ma- 
chine 


Hand- 
ling 

0.17 


De- 
lay 

0.62 

2.30 
0.55 
1.20 


5.85 

6.09 

7.78 

8.22 

8.31 

8.69 

8.82 

10.53 

10.96 

11.07 

11.21 

12.98 

13.43 

13.50 

13.65 

15.45 

15.90 

15.97 

16.11 

17.88 

18.32 

18.42 

18.59 

20.37 

20.80 

20.87 

21.04 

22.80 

23.23 


0.17 


1.51 
0.41 


0.05 
0.13 


1.57 
0.44 


0.18 
0.21 


1.60 
0.42 


1.62 
0.42 


0.11 
0.19 


0.10 


0.46 


0.14 


1.63 
0.42 


0.11 


5.70 0.16 


0.15 

0. 24   

1.69 

0.44 

0.09   

0.38 

....   0.13   .... 

1.71    

0.43 

....   0.11    .... 
....   0.14   .  ... 

1.77 

0.45 

. .-.  .   0.07  .... 
....  0.15   .... 

1.80 

0.45 

....   0.07   .... 
....   0.14   .... 

1.77 

0.44 

....  0.10  .... 
....   0.17   .... 

1.78 

0.43 

....  0.07   .... 
....   0.17   .... 

1.76 

0.43   . 


—  30  — 


TABLE  A.     THE   PRODUCTION  STUDY  IN   DETAIL   (Continued) 


Contin- 

Individual 
Time.  Min. 

Obser- 

vation, 
No. 

Oper- 
ation 

Time, 
Min. 

Ma- 
chine 

Hand- 
ling 

De- 
lay 

490 

D 

23.31 

0.08    . 

491 

A 

23.46 

0.15   . 

492 

B 

25.18 

i.72 

493 

C 

25.60 

0.42 

494 

D 

25.67 

0.'07   ' 

495 

M  T 

25.94 

0 

.27 

496 

A 

26.07 

0.13   . 

497 

B 

27.43 

1.36 



498 

C 

27.80 

0.37 

499 

D 

27.90 

0.10   ' 

500 

A 

28.15 

0.15   . 

501 

B 

29.51 

1.36 

502 

C 

29.89 

0.38 

503 

D 

29.97 

6.'  os.! 

504 

A* 

0.10 

0.13   . 

505 

B 

1.46 

1.36 

506 

C 

1.83 

0.37 

507 

D 

1.90 

.... 

0.'07   ! 

508 

A 

2.10 

0.20  . 

509 

B 

3.45 

i.'35 

510 

C 

3.82 

0.37 

511 

D 

3.90 

6.08  ! 

512 

A 

4.06 

0.16   . 

513 

B 

5.40 

i.'si 

514 

C 

5.78 

0.38 

515 

D 

5.85 

6.'  07  ! 

516 

A 

5.98 

0.13   . 

517 

B 

7.34 

i.36 

518 

C 

7.69 

0.35 

519 

D 

7.78 

0.09   . 

520 

A 

7.98 

0.20   . 

521 

B 

9.32 

i.34 

522 

C 

9.69 

0.37 

523 

D 

9.77 

O.'OS   1 

524 

A 

9.91 

0.14   . 

525 

B 

11.26 

1.35 

526 

C 

11.62 

0.36 

527 

D 

11.71 

6.09   '. 

528 

A 

11.90 

0.19   . 

529 

B 

13.25 

i.35 

530 

C 

13.61 

0.36 

531 

D 

13.70 

0.09   . 

532 

A 

13.86 

0.16   . 

533 

B 

15.21 

1.'35 

534 

C 

15.57 

0.36 

535 

D 

15.65 

6.'  08  "I 

536 

A 

15.80 

0.15   . 

537 

B 

17.14 

1.'34 

538 

C 

17.51 

0.37 

539 

D 

17.55 

6.04   . 

540 

A 

17.69 

0.14  . 

541 

B 

19.03 

i.'34 

542 

C 

19.39 

0.36 

543 

D 

19.58 

6.19  '. 

544 

A 

19.74 

0.16  . 

545 

B 

21.08 

1.34 



546 

C 

21.44 

0.36 

547 

D 

21.66 

0.22   . 

548 

A 

21.80 

0.14  . 

.  .  . 

Obser- 

Contin- 

Individual 
Time,  Min. 

vation, 

Oper- 

Time, 

Ma-      Hand-   De- 

No. 

ation 

Min. 

chine      ling      lay 

549 

B 

23.16 

1  .  36   

550 

C 

23.51 

0  35   .    . 

551 

D 

23.59 

....   0.08   ... 

552 

A 

23.76 

....  0.17   . 

553 

B 

25.09 

1.33   

554 

C 

25.44 

0.35   

555 

D 

25.79 

....  0.35   .... 

556 

A 

25.94 

....  0.15   .... 

557 

B 

27.28 

1  34 

558 

C 

27.63 

0.35   

559 

D 

27.71 

0.  08   

560 

A 

27.87 

0.  16   .... 

561 

B 

29.21 

1.34   

562 

C 

29.57 

0.36   

563 

D 

29.67 

....  0.  10   .... 

564 

A 

29.82 

....  0.15   .... 

565 

B* 

1  16 

1  34 

566 

C 

1.51 

0.35   

567 

D 

1.62 

....  0.11    .... 

568 

A 

1.78 

....  0.16   .... 

569 

B 

3.12 

1  .  34 

570 

C 

3.47 

0.35   

571 

D 

3.54 

....  0.07   . 

572 

A 

3.69 

....  0.  15   .... 

573 

B 

5,05 

1.36   

574 

C 

5.40 

0.35   

575 

D 

5.47 

....  0.07   .... 

576 

A 

5.60 

....  0.13   .... 

577 

B 

6.94 

1.34   

578 

C 

7.30 

0.36   

579 

D 

7.37 

0.07   

580 

A 

7.50 

....  0.13   . 

581 

B 

8.83 

1.33   

582 

C 

9.20 

0.37   

583 

D 

9.29 

....  0.09   .... 

584 

A 

9.42 

....  0.13   .... 

585 

B 

10.76 

1  34 

586 

C 

11.12 

0.36   

587 

D 

11.18 

0.06   

588 

A 

11.32 

0.  14   

589 

B 

12.65 

1  .  33   

590 

C 

13.01 

0.36   

591 

D 

13.09 

....  0.08   .... 

592 

A 

13.25 

....  0.16   .... 

593 

B 

14.60 

1.35   

594 

C 

14.95 

0.35   

595 

D 

15.05 

0.10  

596 

A 

15.21 

0.  16   

597 

B 

16.53 

1.32   

598 

C 

16.89 

0.36   

599 

D 

16.99 

,  0.  10   

600 

A 

17.17 

.../0.18   .... 

601 

B 

18  49 

1  32 

602 

C 

18.86 

0.37   

603 

D 

18.93 

0.07   

604 

A 

19.07 

....  0.14  .... 

605 

B 

20.40 

1.33   

606 

C 

20.76 

0.36   

607 

D 

20.84 

....  0.08   .... 

—  31- 


TABLE   A.     THE   PRODUCTION  STUDY   IN   DETAIL    (Continued) 


Obser- 
vation, 
No. 

608 

609 
610 
611 
612 
613 
614 
615 
616 
617 
618 
619 
620 
621 
622 
623 
624 
625 
626 
627 
628 
629 
630 
631 
632 
633 


Oper- 
ation 

A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C* 
D 
A 
B 
C 
D 
A 
B 


Contin- 

Individual 
Time,  Min. 

Time, 
Min. 
20.99 
22.33 
22.68 
22.77 
22.90 
24.23 
24.60 
24.67 
24.82 
26.16 
26.51 
26.57 
26.71 
28.05 
28.41 
28.48 
28.63 
29.97 
0.33 
0.44 
0.63 
1.96 
2.32 
2.39 
2.52 
3.85 

Ma- 
chine 

i.'si 

0.35 

1.'33 
0.37 

i.'34 
0.35 

1.'34 
0.36 

i.'ii 

0.36 

i.33 
0.36 

1.'33 

Hand-    De- 
ling     lay 

0.15   

0. 

0. 

09   .... 
13    

0. 
0. 

(').' 

0. 

07   . 
15   .... 

06   .' 
14   .... 

().' 

0. 

07   ! 
15   .... 

().' 

0. 

().' 

0. 

ii  ! 

19   .... 

07   '.'.'.'. 
13   .... 

Obser- 

vation, 

Oper- 

No. 

ation 

634 

C 

635 

D 

636 

A 

637 

B 

638 

C 

639 

D 

640 

A 

641 

B 

642 

C 

643 

D 

644 

A 

645 

B 

646 

C 

647 

D 

648 

A 

649 

B 

650 

C 

651 

D 

652 

A 

653 

B 

654 

C 

655 

D 

656 

A 

657 

B 

658 

C 

659 

D 

Contin- 
uous - 
Time, 
Min. 

4.20 

4.30 

4.42 

5.76 

6.11 

6.17 

6.32 

7.64 

8.00 

8.08 

8.22 

9.54 

9.90 

9.98 

10.11 

11.43 

11.79 

11.87 

12.02 

13.34 

13.69 

13.80 

13.95 

15.28 

15.64 

16.04 


Individual 
Time,  Min. 


Ma- 
chine 

0.35 


Hand-     De- 
ling     lay 


0.10 
0.12 


1.34 
0.35 


0.06 
0.15 


1.32 
0.36 


0.08 
0.14 


1.32 
0.36 


0.08 
0.13 


1.32 
0.36 


0.08 
0.15 


1.32 
0.35 


0.11 
0.15 


1.33 
0.36 


0.40 


A  careful  study  of  Table  A  will  reveal  how  important  it  is 
to  subdivide  the  operations  as  far  as  possible,  and  also  how 
important  it  is  to  take  differences  as  the  study  proceeds.  Take, 
for  example,  operation  B,  that  of  polishing.  During  the  early 
stages  of  the  study,  the  time  consumed  for  this  one  operation 
ranged  from  1.39  to  1.48  minutes.  Commencing  with  obser- 
vation No.  210  (Table  A),  the  time  consumed  by  the  operation 
commenced  to  lengthen  progressively,  reaching  a  maximum  of 
1.82  minutes  at  observation  No.  432.  This  poor  rate  remained 
approximately  the  same  until,  at  observation  No.  494,  the  ob- 
server called  the  attention  of  the  room  foreman  to  the  trouble, 
suggesting  that  a  belt  dressing  be  applied  to  correct  an  ap- 
parent slippage  of  the  driving  belt.  This  was  done — the  re- 
sultant delay  noted  by  the  symbol  M T,  observation  No.  495— 
and  upon  resuming  work,  the  time  for  operation  B  dropped 
to  1.36  minutes  (observation  No.  497),  and  did  not  rise  again 
beyond  that  during  the  balance  of  the  study. 

The  production  study  is  summarized,  the  individual  times 
relating  to  the  various  operations  totaled  and  entered  on 
the  summary  sheet,  Fig.  12,  and,  similarly,  the  sums  of  the 
individual  times  of  the  various  classes  of  delays  are  entered. 


—  32  — 

The  various  totals  are  divided  by  the  number  of  pieces  made 
during  the  production  study  in  order  to  make  a  comparison  of 
the  results  with  the  original  time  study. 

The  most  instructive  figures  in  the  production  summary  in 
the  present  case  are  those  of  the  cycle  times.  Reference  to  the 
table  will  show  that  a  total  of  165  pieces  were  machined.  Of 


FIG.    12. — SUMMARY  OF   PRODUCTION   STUDY  ON   POLISHING   RIFLE 

BARREL 

these,  the  handling  time  was  determined  separately  after  the 
first  four  pieces  were  machined,  or  on  a  total  of  161  pieces. 
The  machine  operations  were  separated  after  the  first  16  pieces 
were  completed,  or  on  149  pieces.  The  totals  of  the  handling 
time  for  the  161  pieces,  for  operations  A  and  D  respectively,  were 
25.77  min-  and  14.15  min.,  and  the  average  handling  time  per 
piece  for  these  two  operations  was  as  follows:  A — 25.77  -r-  161  = 
0.159  min.;  D — 14.15  -T-  161  =  0.091  min.  Likewise  the  ma- 
chine times  for  149  pieces  were:  Operation  B — total;  226.96 
min.;  average  per  piece,  1.523  min.  Operation  C — total,  59.10 
min.;  average  per  piece,  0.396  min. 

The  significance  of  these  figures  can  be  grasped  if  they  are 
compared  with  the  figures  of  the  time-stud^  summary,  Fig.  9, 
and  with  the  allowances  for  the  two  kinds  of  work.  This  is 
done  in  Table  B. 


3 

Allowance, 
Per  Cent. 
70 
5 
5 
70 

4 

Allowance, 
Min. 
0.  0840 
0.0665 
0.0180 
0.  0490 

5 
Total 
Time 
Allowed, 
Min. 
0.204 
1.3965 
0.378 
0.119 

6 

Production 
Study, 
Min. 
0.159 
1.523 
0.396 
0.091 

—  33  — 

An  inspection  of  columns  5  and  6  of  this  table  immediately 
reveals  the  fact  that  the  trouble  was  due  to  the  machine.  In. 
those  operations  which  depended  on  the  dexterity  of  the  operator 
the  production  time  was  well  within  the  allowed  time.  In  fact, 
it  closely  approached  the  selected  minimum  time.  On  the  other 
hand,  in  the  machine  operations,  over  which  the  operator  had 
little  or  no  control,  the  production  time  exceeded  the  allowed  time 

TABLE   B— COMPARISON  OF  TIME-STUDY  AND  PRODUCTION- 
STUDY  SUMMARIES 
.  Time  given  is  in  minutes  per  piece 
1  2 

Time 
Study, 
Operation  Min. 

A 0.12 

B 1.33 

C 0.36 

D '        0.07 

by  a  large  margin.  As  already  pointed  out,  this  was  due  to  the 
slipping  of  the  belt,  which  fault  was  recognized  and  corrected 
during  the  progress  of  the  production  study.  It  is  quite  con- 
ceivable, however,  that  in  a  great  number  of  cases  the  trouble 
would  not  be  so  obvious,  and  an  analysis  and  comparison  such  as 
is  illustrated  in  Table  B  would  be  necessary  to  determine  where 
the  difficulty  lay. 

The  items  in  the  production  study  outside  of  the  regular 
cycle  of  work  operations  can  be  analyzed  in  the  same  manner. 
These  are  listed  in  the  production-study  summary  under  the 
head  of  "Delays."  Take,  for  instance,  the  item  of  moving 
work.  The  instruction  card  calls  for  the  rifle  barrels  to  be 
moved  in  lots  of  24  and  allows  an  average  time  per  piece  of 
0.016  minute  (see  Items  2  and  8,  Fig.  10),  plus  an  allowance 
of  25  per  cent.  The  total  time  allowed  for  the  165  pieces  will 
then  be: 

Total  selected  time 165  x  0. 016  =  2. 64  min. 

Allowance 2. 64  x  0. 25  =  0. 66  min. 

Total  time  allowed 3. 30  min. 

The  production-study  summary  shows  (Item  W)  that  the 
operator  consumed  7.44  minutes  in  moving  the  work,  or  4.14 
minutes  more  than  necessary. 

The  instruction  card  calls  for  the  setting  up  and  dressing 

f  the  wheel  for  every   150  pieces,  setting,  per  piece  for  this 

purpose,  an  average  time  of  0.017  minute  plus  the  standard 


—  34  — 

25  per  cent,  time  allowance.     The  allowed  time  and  the  actual 
time  consumed  work  out  as  follows: 

Total  selected  time 165  x  0. 017  =  2. 805  min. 

Allowance 2. 805  x  0. 25  =  0.  701  min. 

Total  time  allowed 3. 506  min. 

Time  actually  consumed  (Items  CW,  SM,  DW) 6. 530  min. 


Excess  of  time  consumed 3. 024  min. 

In  addition  there  were  two  delays  of  1.79  minutes,  due  to 
machine  trouble  and  0.30  minute  to  an  unavoidable  cause.  The 
total  time  lost  unnecessarily  is  then  the  sum  of  the  four  losses 
noted,  or  9.254  minutes,  which  is  well  within  the  time  saved  on 
cycle  operations  A  and  D  through  bettering  the  set-time  al- 
lowances (see  Table  B)  for  the  handling  operations.  However, 
the  time-study  summary,  Fig.  9,  gives  the  minimum  time  per 
piece  as  1.88  minutes  and  the  allowed  time,  exclusive  only  of 
the  time  allotted  for  washing,  as  2.138  minutes.  The  gross 
delay  allowance  per  piece  is  then  13.7  per  cent.  [(2.138  —  1.88) 
-i-  1.88],  or  0.258  minute  per  piece.  The  estimated  allowances 
for  delays — there  being  165  pieces — totals  to  42.57  minutes, 
so  the  unnecessary  delays  exceeded  the  total  delay  allowances 
by  21.74  Per  cent.,  but,  being  confined  to  machine  operations, 
tnis  excess  was  possible  of  elimination. 

From  the  foregoing,  it  is  evident  that  a  production  study  will 
promptly  reveal  such  facts  as  whether  the  operator  is  deliber- 
ately wasting  time,  either  by  unnecessarily  leaving  his  machine, 
by  engaging  in  needless  conversation  with  fellow-workers,  or  by 
other  delinquencies.  It  will  also  reveal  lack  of  skill — apparent 
in  excessive  handling  time  or  frequent  adjustment  of  machine 
or  tools — as  well  as  unnecessary  delays  in  furnishing  work  to 
the  operator.  The  production  study  investigated  confirmed  the 
correctness  of  the  previous  time  study,  for  nearly  all  the  opera- 
tions, other  than  the  machine  operations,  were  conducted  in 
close  to  minimum  time;  and  the  machine  operations  were  also 
performed  according  to  schedule  as  soon  as  the  machine  trouble 
had  been  rectified.  The  value  of  the  production  study  cannot 
be  overestimated.  It  is  an  important  and  necessary  adjunct 
to  time  study. 


CHAPTER   IV 

PRODUCTION-TIME     STUDIES     ON    AUTOMATIC    MACHINES 

THE  production-time  study  of  automatic  machinery  differs 
from  that  of  ordinary  non-automatic  in  that  in  the  latter 
the  time  required  to  perform  the  component  parts  of  the  com- 
plete operation  is  taken,  while  in  the  former  the  time  lost  by 
stoppages  and  delays  to  continuous  operation  of  one  kind  or 
another  is  noted.  For  instance,  the  production  of  a  drawing 
press  with  a  magazine  feed  could  be  absolutely  predetermined 
by  multiplying  the  speed  of  the  machine  in  revolutions  per 
minute  by  the  number  of  minutes  that  it  is  in  operation  per 
day,  provided  there  were  to  be  no  stoppages  of  any  kind.  But 
it  is  impossible  to  operate  presses,  or  any  other  machine,  with 
an  assurance  that  there  will  be  no  interruptions,  for  tools  will 
become  dull  and  require  changing,  the  supply  of  material 
may  fail,  the  operator  will  need  a  certain  amount  of  time 
for  his  personal  necessities  which  will  involve  stopping  the 
machine,  parts  of  the  equipment  may  require  adjustment; 
any  one  of  a  number  of  causes  may  occur  to  delay  or  stop 
the  work. 

It  is  the  function  of  time  study  on  automatic  machines  to 
ascertain  what  these  delays  are,  what  is  the  probable  interval 
of  their  recurrence  and  the  duration  of  each.  From  these  data 
a  factor  can  be  determined  that  may  be  applied  to  the  ideal 
capacity  of  the  machine  to  give  with  reasonable  accuracy  the 
production  that  normally  should  be  obtained.  At  the  same 
time,  information  is  acquired  regarding  delays  that  are  un- 
necessary and  provision  can  frequently  be  made  for  their 
elimination.  Improvements  in  equipment  that  will  minimize 
the  unavoidable  delays,  such  as  are  attendant  to  machine  opera- 
tion, may  also  be  indicated  by  the  study. 

In  short,  time  study  of  non-automatic  machinery  concerns 
itself  only  with  useful,  productive  operations.  Time  study  of 
automatic  machines  concerns  itself  not  at  all  with  productive 
time,  except  incidentally,  but  is  vitally  interested  in  the  time 
expended  in  useless  or  inefficient  operations.  The  first  examines, 
in  detail,  the  production  cf  the  individual  piece.  The  second 


-36- 

looks  after  production  in  the  mass  and  determines  the  time  re- 
quired to  produce  a  quantity  of  pieces. ' 

It  is  therefore  evident  that  time  study  of  automatic  machin- 
ery must  be  carried  out  on  a  somewhat  different  basis  than  the 
operation-time  studies  that  have  previously  been  described. 
The  studies  should  extend  over  a  relatively  long  period  of  time, 
usually  at  least  two  days  and  often  ten  days.  This  is  necessary 
in  order  that  the  observer  may  be  sure,  through  the  recurrence 
of  delays  of  the  same  character,  that  he  has  made  observations 
of  every  class  of  interruption  likely  to  take  place  in  the  usual 
course  of  work.  It  is  also  necessary  to  ascertain  the  average 
rate  of  production  of  the  particular  equipment  under  study,  for 
it  is  well  known  that  the  speed  of  lineshafts  will  vary  from  hour 
to  hour  and  that  the  speed  of  the  machine  itself  will  vary  in- 
dependently of  lineshaft  variations,  owing  to  belt  slippage  and 
other  causes.  The  production  study  must  be  of  sufficient  dura- 
tion to  take  into  consideration  all  of  these  variations. 

Studies  of  automatic  machinery  may  be  divided  into  two 
classes:  (i)  Where  the  individual  pieces  are  produced  so  rapidly 
that  there  is  an  insufficient  interval  between  them  to  record  the 
time  of  production  of  each  separate  piece,  and  (2)  where  the 
interval  between  the  individual  pieces  is  sufficiently  great  to 
permit  the  production  of  each  piece  to  be  noted  and  recorded 
separately.  In  the  latter  case,  the  study  partakes  largely  of  the 
nature  of  the  production  study  described  in  Chapter  III,  and 
the  difficulties  of  analysis  are  no  greater  than  those  of  the 
production  study.  In  the  first  case,  where  the  production  is 
extremely  rapid,  it  is  necessary  to  take  the  average  production 
and  apportion  all  delays  to  this  average  production. 

In  taking  studies  of  automatic  or  semi-automatic  machinery, 
the  observations  and  work  incidental  thereto  arrange  themselves 
into  seven  distinct  but  closely  correlated  divisions. 

j[.  A  preliminary  study  and  analysis  of  the  work  and  of  all 
the  influencing  conditions,  in  order  that  the  observer  may  ob- 
tain a  clear  conception  of  the  work  of  the  machine  and  the 
duties  of  its  attendant.  This  study  gives  him  a  general  knowl- 
edge of  the  operation  as  a  whole  and  of  all  the  factors  that  con- 
tribute to  delay  it,  including  the  physical  and  mental  condition 
of  the  operator. 

2.  Observation  of  the  machine  or  group  of  machines  and 
their  attendants  under  working  conditions  for  a  considerable 
period  of  time.  During  this  observation,  which  is  the  time 
study  proper,  note  is  made  of  the  production,  speed  of  the 
machine,  time  of  interruptions  and  the  duration  of  all  delays, 


—  37  — 

together  with  notations  of  the  cause  of  such  delays.  These 
observations  should  be  started  at  the  beginning  of  the  day 
and  should  be  continued  until  the  observer  is  satisfied  that 
the  delays  are  repeating  themselves.  The  production — that 
is,  the  quantity  of  pieces  made  by  the  machine — should  be  noted 
at  regular  intervals.  Fifteen-minute  intervals  will  usually  be 
found  satisfactory  for  most  classes  of  work.  The  speed  of  the 
machine  should  be  noted  at  least  twice  during  each  half-day, 
and  more  often  if  the  conditions  seem  to  make  it  advisable. 

3.  Observations   of  several  groups  of   machines   having  the 
same  general  features  and  operating  on  the  same  type  of  work. 

4.  Summation  of  the   various   delays,   the  production  time, 
etc.,  for  the  duration  of  the  period  under  which  the  machines 
were  under  observation   and   the   reduction  of  the  data  to  a 
period  basis  of  one  day. 

5.  Study   and    analysis   of  the  time   records   leading  to  the 
selection  of  a  governing  factor  that  runs  through  all  studies, 
and  by  means  of  which  they  may  be  compared.     As  a  result  of 
this  analysis,  data  are  secured  from  which  curves  are  plotted 
for  each  unavoidable  or  reasonable  delay  for  which  an  allow- 
ance should  be  provided. 

6.  The   selection   from   the   delay   curves   or   records   of  fair 
values  for  each  of  the  delays  for  which  allowance  should  be 
made. 

7.  The  preparation  of  instruction  cards  on  which  the  neces- 
sary delays  are  listed  and  allowances  made  for  fatigue,  washing, 
etc.,  for  the  guidance  of  the  operator. 

A  description  of  a  typical  time  study  on  automatic  machines 
—the  selected  study,  one  conducted  on  a  series  of  heading 
presses  performing  one  of  the  operations  in  the  manufacture 
of  a  brass  small  arms  cartridge  cas.es — will  illustrate  the  pro- 
cedure followed  in  collecting  the  necessary  data,  etc. 

The  production,  attained  on  the  various  machines  was  as- 
certained by  reading  the  counter  on  the  press  at  the  beginning 
and  at  the  end  of  the  study  and  at  fifteen-minute  intervals 
during  the  study,  recording  the  speeds  on  the  production 
observation  card  (see  Fig.  13)  which  records  the  data  secured 
during  an  afternoon  of  the  study  on  two  of  the  automatic 
heading  presses  working  on  0.44  caliber  cartridge  cases. 
The  object  of  the  counter  readings  at  fifteen-minute  intervals 
is  that  if  an  abnormal  interruption  occurs  during  the  course 
of  the  study,  the  counter  readings  preceding  and  following 
the  interruption  can  be  noted  and  the  study  during  the  inter- 
val omitted.  In  this  manner  a  relatively  minor  accident  will 


—  38  — 

not  spoil  a  study  that  had  been  going  on  for  a  considerable 
time.  The  minor  delays,  as  they  occur  in  any  fifteen-minute 
period,  are  recorded  in  the  column  headed  "Remarks,"  op- 
posite the  figure  denoting  the  commencement  of  the  period. 
Thus  the  delays  occurring  between  seven  and  seven-fifteen 
are  entered  opposite  "7.00";  those  taking  place  between  seven- 


PRODUCTION  OBSERVATION  SHEET  P.  M. 


IME  OF  COUNTER 


07&/J 


FIG.     13. — PRODUCTION-OBSERVATION    SHEET    ON    AN    AUTOMATIC 

HEADING    PRESS 


fifteen  and  seven-thirty,  opposite  "7.15."  etc.  The  time  at 
which  the  delay  commenced  and  also  when  it  ended  are  also 
recorded  with  the  delay  symbol  and  elapsed  time. 

The  delay  symbols  employed  to  designate  the  kind  of  delay 
in  the  study  under  consideration  are  as  follows:  MA,  adjust 
machine;  T"C,  change  ticket;  FT,  feed  trouble;  FC,  feed  clog 
in  pipe;  DN,  new  die;  BN,  new  hunters;  PN,  new  punch;  N0y 
operator  absent;  WN,  no  work;  DP,  polish  die;  BP,  polish 
bunter;  PP9  polish  punch;  AW,  wait  for  adjuster;  AU,  unneces- 
sary; ML,  oil;  UW,  wash;  PS,  straighten  punch;  AP,  personal; 
PPDB,  polish  punch,  die,  and  bunter. 

Referring  to  Fig.  13,  the  first  entry  in  the  "Remarks"  column 
for  machine  No.  56  is  "2.28.7  FC"  This  signifies  that  at 


—  39  — 

twenty-eight  and  seven-tenths  minutes  after  two  the  feed  pipe 
clogged.  The  notation,  "2.29,"  directly  under  the  time  at 
which  the  delay  occurred  indicates  that  the  trouble  was  rectified 
at  that  time,  and  the  time  lost  by  the  interruption,  three-tenths 
of  a  minute,  is  denoted  by  encircling  the  entry.  During  the 
next  fifteen-minute  period  the  workman  stopped  the  machine 

to  polish  the  punch — indicated  by  the  entry,  "2.41.8  PP" 

and  lost  two  and  four-tenths  minutes,  resuming  work  at  forty- 
four  and  two-tenths  minutes  past  two.  The  amount  of  time 
lost  is  indicated  in  all  cases  by  drawing  a  circle  about  the 
figures,  in  order  to  draw  attention  to  the  delays.  "Detailed 
Operations"  and  the  several  delays  of  each  character  on  the 
different  production-operation  sheets  are  totaled  and  entered 
in  the  proper  space  and  column  on  the  summary  sheet.  For 
instance,  in  Fig.  13  trouble  due  to  the  feed  pipe  clogging — 


OBSERVATION    SHEET  / 

0.........  N>M.    J.Jtl  7*M*CHIN«  NO          sV 


OET..U.D    OPE-ATKW 


'r&J,  &^~t 


FIG.      14.         ANALYSIS      OF     TIME      STUDIES      ON     AN      AUTOMATIC 

HEADING    PRESS 

indicated  by  the  symbol  FC — occurred  quite  frequently.  The 
time  lost  through  such  delay  was  totaled  and  entered  on  line 
16  of  the  sixth  column  of  the  summary  sheet.  Similarly,  the 
time  lost  unnecessarily  is  totaled,  found  to  be  five  and  six- 
tenths  minutes,  and  recorded;  likewise  the  seven  and  four- 


—  40  — 

tenths  minutes  consumed  in  adjustments,  etc.  The  entry  of 
the  time  consumed  in  polishing  the  punch — line  17,  sixth  column 
— carries  the  exponential  figure,  "2,"  to  indicate  that  the 
polishing  was  done  twice  during  the  afternoon  of  the  study. 

In  analyzing  the  observation  sheets  and  recording  the  totals 
on  the  summary  sheet,  the  delays  that  are  deemed  as  necessary 
under  manufacturing  conditions  are  separated  from  those  that 
are  obviously  unnecessary,  as  shown  in  the  illustration  (Fig.  14). 

Analyses  are  made  of  each  of  the  production-observation 
sheets,  the  data  properly  recorded  on  the  summary  sheet,  and 
then  the  length  of  the  working  day  in  minutes — 600  in  the 
establishment  at  which  the  study  under  observation  was  taken 
— divided  by  the  total  time  taken  in  making  the  observation, 
including  all  delays,  to  obtain  a  factor  that  will  reduce  the  totals 
of  production  and  delays  to  a  standard  production  and  delay 
record  for  a  single  day.  Thus,  the  heading  operation  study 
required  1,680  minutes  (see  Fig.  13)  for  its  completion,  giving 
a  reduction  factor  of  0.357,  so  that  the  delay  of  fourteen  min- 
utes, due  to  the  clogging  of  the  feed  pipe,  which  occurred  during 
the  study,  reduced  to  five  minutes  per  day. 

Studies  were  also  conducted  on  similar  machines  doing  work 
of  the  same  character  but  of  different  size,  namely,  0.32  and 
0.38  caliber  cartridge  cases,  in  which  the  same  character  of 
delays  took  place,  as  is  shown  in  the  analyses  tabulated  in 
Table  C. 

The  data  thus  presented  indicates  that  certain  delays  are 
apparently  common  to  all  sizes  of  cartridge  cases:  for  instance, 
delays  due  to  trouble  with  the  feed,  punch,  die,  and  bunter, 
adjusting  and  oiling  the  machine,  and  those  of  a  personal  nature. 
It  can  be  assumed,  therefore,  that  such  delays  are  an  unavoid- 
able part  of  the  manufacturing  process  and  may  be  expected 
to  occur  with  more  or  less  regularity.  Forming,  as  they  do,  a 
large  percentage  of  the  total  delays,  they  should  be  examined 
carefully — first,  to  ascertain  whether  they  can  be  wholly  or 
partly  avoided,  and,  second,  to  establish  the  proportion  of  the 
total  delay  represented  by  each  cause  when  reduced  to  its 
minimum.  The  miscellaneous  and  abnormal  delays  are  ob- 
viously due  to  accident  or  carelessness  and  need  notxbe  con- 
sidered in  the  setting  of  tasks.  In  fact,  they  need  not  be  con- 
sidered at  all,  except  to  see  that  provision  is  made  to  prevent 
their  occurrence. 

The  fact  that  the  delay  due  to  feed  trouble  is  irregular  in 
character  indicates  that  it  is  due  to  conditions  that  are  not 
inherent  in  the  manufacturing  process,  and  that  they,  there- 


—  41  — 


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—  42  — 

fore,  probably  are  subject  to  correction  which  would  eliminate 
this  source  of  delay  altogether.  As  a  matter  of  fact,  an  investi- 
gation of  the  equipment  after  the  production-time  study  had 
indicated  the  irregularity  of  the  feed  revealed  that  the  feed 
pipes  through  which  the  shells  were  fed  to  the  presses  from  the 
magazines  were  too  small  and  clogged  easily.  The  substitu- 
tion of  larger  feed  pipes  removed  practically  all  trouble  from 
this  source  and  automatically  eliminated  this  particular  item 
of  delay. 

The  delay  occasioned  by  trouble  with  the  punch,  die  and 
bunter  and  that  due  to  adjusting  the  machine  can  be  further 
subdivided  (see  "Production  Observation  Sheet,"  Fig.  13). 
Such  divisions  are  listed  in  Table  D,  in  which  the  delays  oc- 
curring on  0.32  and  0.44  caliber  are  differentiated  in  detail. 

TABLE   D.     SUBDIVISION   OF   DELAYS 

0.32  Caliber 
Case 

Delay 

Total         per 

Delay,        Day 

Min.        Min. 

Change  punch 86. 3       34.  90 

Polish  punch 10. 2         4. 12 

Straighten  punch 

Change  die 

Polish  die 

Change  bunter \ 

Polish  bunter 32. 8      13. 25  J 

In  the  case  of  the  0.38  caliber  case,  the  divisions  are  not  so  fine, 
as  the  observer  failed  to  analyze  the  interruptions  as  closely. 
However,  the  information  secured  in  the  time  studies  on  the 
other  two  sizes  is  sufficient  to  enable  a  reasonable  deduction 
regarding  the  delays  on  the  third  size. 

Interruptions  incident  to  punch,  die  and  bunter  troubles 
divide  themselves  into  two  classes — changing  the  tools  and 
polishing  the  tools.  The  one  apparent  exception  is  the  delay 
occasioned  for  straightening  the  punch  in  the  operation  on  the 
0.44  caliber  cartridge  case,  and  this  can  properly  be  included 
in  the  time  for  changing  tools,  as  it  is  an  adjustment  incidental 
to  the  improper  setting  of  the  punch.  An  investigation  of 
the  reasons  for  the  quite  frequent  polishing  of  the  punch, 
die  and  bunter  established  the  fact  that  it  was  more  or 
less  a  tradition  and  largely  unnecessary.  Any  polishing  that 
might  be  needed  could  be  done  at  the  time  the  tools  were 
changed,  so  the  stopping  of  the  machine  at  irregular  intervals 
for  this  purpose  was  wholly  unnecessary  and  a  waste  of 


0.  38  Caliber           0.  44  Caliber 

Case 

Case 

Delay 

Delay 

Total 
Delay, 

per           Total 
Day,        Delay, 

D^y, 

Min. 

Min.          Min. 

Min. 

7.1 

1.29 

51.75 

18.6 

19.9 

3.62 

2.1 

0.38 

55.40 

19.9 

4.3 
27.4 

0.78 
4.98 

35.35 

12.7 

'   9.2 
(19.9 

1.66 
3.62 

—  43  — 

time  and   effort.     These  delays  were  disregarded,  therefore,  in 
formulating  the  task. 

The  only  interruptions  to  the  smooth,  continuous  operation 
of  the  heading  machine  which  should  be  allowed  are,  then,  the 
delay  incident  to  changing  the  punch,  die  and  hunter,  adjust- 
ing and  oiling  the  machine  and  the  usual  flat  allowances  for  per- 
sonal delays  and  washing.  These  allowable  delays  are  listed 
on  the  summary  sheet,  Fig.  15.  It  will  also  be  noted  that  the 
speed  of  machine  is  set  at  no  r.p.m.  on  this  sheet,  although  the 


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FIG.     15. SUMMARY    OBSERVATION     SHEET    OF    TIME     STUDY    ON 

HEADING    0.44    CALIBER    CARTRIDGE     CASES 

time  studies  showed  an  average  speed  of  about  100  r.p.m. 
The  higher  speed  was  determined  upon  as  the  result  of  an  in- 
dependent investigation  carried  on  to  ascertain  the  maximum 
speed  at  which  the  operation  could  be  effectively  performed, 
taking  into  consideration  the  effect  of  the  process  on  the  ma- 
terial employed,  the  frequency  of  breakdown  of  equipment  at 
the  several  speeds  investigated,  the  life  of  punches,  etc.  Such 
an  investigation  is  highly  desirable,  but'not  altogether  necessary 
from  the  standpoint  of  time  study.  The  delay  allowances  could 
be  fixed  just  as  accurately  without  such  an  investigation,  al- 


—  44  — 

though  there  then  would  be  no  assurance  that  the  presses  were 
delivering  their  maximum  capacity.  This  investigation  is  of 
a  mechanical  character  and  should  be  made  to  supplement  the 
time  study  whenever  possible. 

To  determine  how  often  the  punches,  dies  and  bunters  should 
be  changed  and  the  length  of  time  that  should  be  allowed  for 
each  change — unless  there  are  a  great  number  of  observations 
available — is  a  more  complicated  problem  and  it  is  unwise  to 
attempt  to  formulate  a  particularly  severe  task  for  this  portion 
of  the  work.  Changes  are  bound  to  come  at  such  irregular  and 
relatively  infrequent  intervals  that  no  regular  rate  of  speed  for 
accomplishing  the  task  can  be  established,  nor  is  there  any  chance 
for  the  operator  or  adjuster  to  develop  a  rhythm  in  this  work 
that  will  tend  to  diminish  the  time  required.  When  series  of 
studies  have  been  taken  on  a  single  type  of  machine,  it  is  prob- 
ably safe  to  take  the  average  value,  both  of  the  number  of 
changes  and  of  the  time  consumed  in  making  a  change  as  typi- 
cal, and  to  use  such  averages  as  bases  upon  which  to  figure  al- 
lowances for  delay,  fatigue,  etc. 

Where  several  machines  are  involved,  however,  or  several 
sizes  of  work — as  in  the  investigation  under  consideration — it 
is  advisable  to  plot  curves  from  the  results  obtained  from  the 
time  studies  and,  from  such  curves,  select  more  or  less  arbi- 
trary values  for  the  duration  of  the  delays  deemed  permissible 
for  the  different  sizes  of  work,  etc.  Fig.  16  illustrates  the  curve 
procedure  in  the  case  of  ascertaining  the  necessary  number  of 
punch  changes  and  their  duration,  for  the  various  sizes  of  car- 
tridge cases  in  the  heading  operation.  Points  37  and  38,  ad- 
jacent to  the  upper  end  of  the  lower  curve,  indicate  the  average 
time  consumed  per  change,  as  determined  by  two  separate 
studies  of  machines  working  on  0.32  caliber  cases;  points  31 
and  32,  near  the  center  portion  of  the  curve,  similar  data  for 
machines  on  0.38  caliber  cases;  while  the  four  points  33,  34,  35 
and  36  register  the  average  times  consumed  in  making  a  change 
on  machines  operating  on  0.44  caliber  cartridge  cases,  as  ascer- 
tained from  as  many  studies.  The  points  100,  101  and  102 
represent  respectively  the  mean  of  the  several  values  plotted 
for  the  machines  operating  on  0.32,  0.38  and  0.44  caliber  cases. 
The  curve  which  would  pass  through  the  three  mean  value 
points  is  so  flat  that  a  straight-line  approximation  of  it  is  suffi- 
ciently accurate  for  all  practical  purposes,  so  a  straight  line — 
dividing  the  error  equally  on  either  side  of  it — was  drawn  to 
establish  the  probable,  and  therefore  allowable,  time  per  change 
for  the  different  sizes  of  work.  The  values  selected  for  the 


—  45  — 

delay  allowances  for  changing  punches  are  indicated  at  the 
points  of  intersection  E,  K  and  /  of  the  straight  line,  with 
the  ordinates  representing  the  several  sizes  of  cartridge 


cases. 


The  straight-line  curve,  FLR,  the  upper  of  the  oblique  lines 
shown  in  Fig.   16,  was  laid  out  in  a  similar  manner  and  gives 


o   4 

8. 


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Caliber    of     Shell    , 

FIG.   l6. GRAPHICAL  ANALYSIS  OF  NECESSARY  DELAYS  FOR 

PUNCH  TROUBLE 

the  average  number  of  punch  changes  per  day  for  the  various 
sizes  of  machines.  Approximation  curves  are  drawn  in  the 
same  way  to  obtain  values  for  all  other  of  the  necessary  and 
allowable  delays  (Figs.  17,  18  and  19):  namely,  die  and  bunter 
trouble  and  machine-adjustment  delays. 

The  establishment  of  a  reasonable  delay  allowance  for  neces- 


—  46  — 

sary  die  trouble  (Fig.  17)  is  complicated  by  the  facts  that  no 
die  trouble  was  experienced  during  the  two  days'  study  of  the 
two  machines  operating  on  0.32  caliber  cartridge  cases,  the 
interruptions  of  the  machines  working  on  0.38  caliber  cases  of 
relatively  long  duration  and  the  interruptions  of  the  machines 
employed  for  the  0.44  caliber  cartridge  cases  of  correspondingly 
short  duration.  The  reasonable  deduction  is  that  the  size  of 


I 

c 

5* 
8. 


3Z 


38 
Caliber     of  Shell 


FIG.     17. GRAPHICAL    ANALYSIS    OF    NECESSARY    DELAY    FOR    DIE 

TROUBLE 


the  work — diameter  of  cartridge  case — is  not  a  controlling  factor 
in  establishing  a  reasonable  allowance  for  die  trouble,  and  that 
the  rather  serious  interruptions  to  the  machines  on  0.38  caliber 
cases  are  no  more  typical  than  the  absence  of  interruptions  to 
the  machines  on  smaller  work  or  those  of  markedly  shorter 
duration  to  the  machines  employed  for  the  0.44  caliber  cartridge 
cases.  As  an  allowance  for  die  trouble  is  deemed  necessary, 
a  definite  allowance — a  mean  of  the  interruptions  which  oc- 
curred to  the  machines  on  0.38  and  0.44  caliber  cartridge  cases- 
was  decided  upon  for  the  machines  working  on  all  three  sizes  of 
cartridge  cases,  as  depicted  by  the  horizontal-line  curve  of  Fig.  17. 
Arriving  at  the  logical  delay  allowances  for  necessary  bunter 
troubles,  for  the  respective  sizes  of  cartridge  cases,  was  justly 
simplified  by  disregard  of  .the  two  delays  to  the  machines  on 
0.38  caliber  cases,  which  were  quite  obviously  unreasonably 
long.  It  was  evident  that  the  delays  occasioned  by  bunter 


—  47  — 

trouble  were  much  less  serious"  in  the  case  of  machines 
working  on  0.44  caliber  cartridge  cases  than  the  delays  to 
machines  on  smaller  cartridge  work.  The  bunter-delay  al- 
lowance, therefore,  for  the  machines  on  the  various  sizes  of 
cases  was  established  by  the  oblique  straight  line  connect- 
ing average  mean  values  for  the  delays  occasioned  on  the 


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Caliber     of     Shell 

PIG.   1 8. — GRAPHICAL  ANALYSIS  OF  NECESSARY  DELAYS  FOR 

BUNTER  TROUBLE 

machines  working  on  0.32  and  0.44  caliber  cartridge  cases,  as 
shown  in  Fig.  18. 

The  data  pertaining  to  delays  caused  by  miscellaneous  tool 
and  machine  adjustments  is  likewise  erratic,  the  interruptions 
in  the  case  of  the  machine  on  0.38  caliber  cartridge  cases  being 
quite  evidently  of  unduly  long  duration,  those  to  the  equip- 
ment employed  for  the  0.44  caliber  cartridge  cases  shorter 
than  might  be  expected  and  those  to  the  machines  working 
on  0.32  caliber  cartridge  cases  somewhat  long.  Since,  as  in 
the  case  of  die  trouble,  it  would  appear  that  the  size  of  the 
work  should  be  in  no  way  effective  in  governing  the  dur- 
ation of  the  delays,  a  common  mean  machine  adjustment- 
delay  allowance  was  decided  upon  as  indicated  by  the  hori- 
zontal line  of  Fig.  19. 


48  — 


The  reasonable  delay  allowances,  determined  in  this  man- 
ner were  entered  on  the  observation  sheet  (Fig.  15),  and  the 


40 


35 


30 


I 

III 

Z 


32 


36 

Caliber     o-F    Shell  . 


44 


FIG.      19.  —  GRAPHICAL     ANALYSIS      OF      NECESSARY     DELAY      FOR 
MACHINE  ADJUSTMENT 

production    per   day    ascertained    by   means   of  a   convenient 
Formula,  as  follows: 


Production 


Q 


where 


Q=  Production  in  pieces  per  minute,  or  revolutions  per 
minute  of  the  machine  when  the  production  is  one 
unit  per  revolution; 

M  =  Number  of  minutes  in  the  working  day; 

77=  Sum  total  of  all  adjusting,  oiling  and  tool-setting  allow- 
ances in  minutes  per  day; 

W '=  Washing  allowance,  in  minutes  per  day; 

P=  Personal  allowance,  in  minutes  per  day. 


—  49  — 

The  denominator  1.05,  of  the  factor,  and  the  coefficient  1.25 
represent  respectively  the  allowance  for  the  speed  and  feed  of 
the  machine  work  and  for  handling  time. 

The  statement  in  Chapter  II  will  be  recalled,  that  a  flat  allow- 
ance of  5  per  cent,  was  made  on  all  machine  time  and  that  an 
allowance  for  handling  time  was  determined  by  means  of  the 
curves  illustrated  in  that  chapter.  Reference  to  those  curves 
will  show  that  when  the  period  exceeds  10  min.  the  curves  are 
practically  straight  and  the  delay  allowances  range  in  value 
from  20  to  30  per  cent.  An  average  allowance  of  25  per  cent., 
therefore,  has  been  considered  ample  for  this  class  of  work. 
Translated  into  the  terms  of  a  lo-hour  day,  on  machines  run- 
ning no  r.p.m.  and  delivering  one  unit  of  product  per  revolu- 
tion, the  above  formula  would  read 

Production  =  — —  (600-  1.25^"-  W—  P) 

When  the  production  has  been  found  by  means  of  the  formula, 
the  various  quantities  that  can  be  made  by  each  portion  of 
the  equipment  between  changes  are  ascertained  by  dividing 
the  production  per  day  by  the  number  of  changes  per  day.  The 
quotient  so  obtained  is  divided  into  the  time  allowed  per  change, 
to  apportion  the  delay  to  the  individual  piece,  and  the  results 
are  entered  in  the  summary  sheet  (Fig.  15)  as  shown.  These 
delays  and  the  prorated  allowance  for  machine  and  handling 
time,  together  with  the  personal  and  washing  allowances,  are 
added  to  the  machine  time  per  piece  to  give  the  total  time  to 
produce  a  single  piece,  with  all  delays  and  allowances  figured 
in.  The  hourly  production  and  unit  piece  rate  are  then  cal- 
culated, as  shown  in  Fig.  15,  and  instruction  cards  written  and 
issued. 

The  instruction  card  issued  to  the  machine  operator  (see  Fig. 
20)  enumerates  the  detail  operations,  with  the  time  the  work 
should  take  and  itemizes  the  various  allowance  times;  it  indi- 
cates also  the  number  of  machines  the  operator  should  attend 
to  and  the  rate  of  payment  per  machine  and  per  unit — the 
heading  of  the  cartridge  cases  being  conducted  on  a  piece-work 
basis.  The  instruction  card  to  the  machine  adjuster  (Fig.  21) 
lists  in  detail  the  tasks  he  is  supposed  to  perform  and  gives  the 
bonus  offered  for  keeping  the  twelve  machines  allotted  to  him 
in  such  condition  as  to  enable  the  machine  operators  to  main- 
tain output  on  all  machines.  The  interests  of  both  the  machine 
adjuster  and  the  machine  operator  are  thus  in  large  measure 


—  50  — 


. 

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III 


44  CALIBER  SHELL 


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—  51— 

mutual,    and    this   tends   to   that   co-operative   activity  which 
assures  output. 

While  the  foregoing  detailed  explanation  applies  to  time 
studies  on  automatic-press  work,  nevertheless  the  principles 
involved  apply  to  studies  on  practically  every  class  of  automatic 
machinery.  The  advisable  procedure  may  then  be  summarized 
as  follows: 

1.  Take   a   study  of  one   or  several   machines   of  the   same 
character,  extending  over  several  days,  noting  the  production 
at  regular  intervals   and  recording  the  time  of  the  beginning 
and  ending  of  each  interruption  or  delay,  together  with  a  no- 
tation of  the  nature  of  such  interruption  or  delay. 

2.  Analyze  the  delays  and  interruptions,  noting  the  number, 
total  and  individual  times  of  each  class  of  delay  for  each  size 
of  machine  or  size  of  work. 

3.  Examine  the  delays  to  ascertain  which  are  avoidable  by 
correction   of  existing  improper  conditions   and   disoard   these 
from  consideration,   after  taking  steps  to  have  the  improper 
conditions  rectified. 

4.  Plot   the   remaining   delays   to   ascertain  whether  or  not 
any  relation  exists  between  them  and  also  to  ascertain  what 
effect  one  character  of  delay  has  upon  another. 

5.  Subdivide   as   minutely   as   possible  these  delays   and  ex- 
amine them  to  see  if  any  portion  of  them  can  be  avoided.    If  so, 
discard  these  items  from  further  consideration. 

6.  Plot  the  average  time,  in  minutes,  of  each  class  of  delay 
and  draw  a  smooth  curve  that  will  represent  the  average  per- 
formance of  the  group  of  machines  or  several  sizes  of  work 
under  consideration,   and  read   from  the  curves  the  allowable 
time  per  delay. 

7.  Plot  in  a  similar  manner  the  average  number  of  delays 
per  day  for  each  class  and  determine  the  allowable  number  of 
delays  per  day. 

.  8.  Multiply  the  number  of  allowable  delays  per  day  by  the 
time  per  delay,  to  ascertain  the  total  length  of  each  class  of 
delay  per  day. 

9.  Determine  the  required  production  per  day  by  means  of 
the  formula, 

Production^  -^—  (M -  I2$H  -  W-  P) 

10.  Divide  the  production  per  day  by  the  number  of  delays 
per  day  of  each  class  (as  found  in  7),  and  divide  the  quotient 


—  52  — 

into  the  allowable  time  per  delay  (as  found  in  6),  to  prorate 
the  total  delay  to  the  individual  piece. 

11.  Ascertain  the  machine  time  per  piece  by  dividing  the 
total  production  per  day  into  the  number  of  minutes  in  the 
working  day. 

12.  Add  the  machine  time  per  piece  to  the  total  of  all  the 
delays  per  piece,  and  add  to  the  sum  an  allowance  of  5  per  cent, 
of  the  machine  time  per  piece  and  of  25  per  cent,  of  the  sum  of 
all  the  delays  per  piece. 

13.  Add  to  the  sum  obtained  in  (12)  the  prorata  allowance 
per  piece  for  the  various  personal  necessities  and  washing. 

14.  Divide  the  sum  obtained  in  (13)  into  60  to  find  the  hourly 
production  required. 

15.  Fix  base  rates  and  task  for  daily  or  hourly  production. 


CHAPTER  V 

ESTABLISHING   DELAY  ALLOWANCES    FOR   RATE    SETTING 

THE  taking  of  time  studies  for  rate  setting  simply  fur- 
nishes a  gauge  by  which  a  definite  task  can  be  measured. 
Accurately  determined  allowances  are  established  by  which 
the  time  in  which  the  task  could  be  performed  under  ideal  con- 
ditions by  a  highly  skilled  worker  (minimum  selected  time)  is 
increased  to  bring  the  time  set  for  the  task  (task  time)  well 
within  the  ability  of  the  average  worker.  The  measure  of  the 
fairness  of  a  task  is  the  ability  of  the  worker  to  complete  it 
consistently  in  slightly  less  than  the  task  time — that  is,  in  the 
time  the  task  could  be  performed  by  a  skilled  and  effective 
worker  under  unusually  favorable  conditions  plus  the  reason- 
able time  allowances  provided  for  anticipated  necessary  delays 
and  a  reduction  in  the  efficiency  of  the  worker  if  he  were  called 
upon  to  work  continually  at  the  pace  at  which  he  could  work 
for  a  few  minutes — i.  e.,  his  best  rate  for  a  short  period. 

Time  study  aims,  in  its  broad  sense,  to  establish  such  a  rate 
of  work  that  the  worker  will  accomplish  a  maximum  amount 
of  work  with  a  minimum  amount  of  fatigue.  Only  under  such 
conditions  can  the  desired  high  rate  of  production  be  maintained 
hour  after  hour  and  day  after  day.  The  necessity  for  time 
study,  if  the  best  possible  results  are  to  be  secured  from  the 
activity  of  every  worker,  and  not  merely  from  a  few  selected 
of  unusual  skill,  arises  from  the  fact  that  the  average  worker 
has  no  true  conception  of  his  productive  ability  nor  of  the 
easiest  way  to  perform  his  work.  Time  study  measures  his( 
productive  ability,  teaches  him  how  to  work  in  an  easy  and 
efficient  manner  and  then — and  only  then — sets  a  task. 

To  select  the  minimum  selected  time  in  which  a  task  should 
be  accomplished  under  ideal  conditions,  as  has  in  the  past  been 
the  common  erroneous  understanding  of  the  main  object  of 
time  study  for  task  setting,  would  be  to  select  an  exceedingly 
high  standard  of  performance,  well  beyond  the  ability  of  any 
but  the  most  skillful  and,  therefore,  exceedingly  unfair.  The 
addition  of  suitable  time  allowances  to  the  selected  minimum 
time,  however,  brings  task  setting  into  quite  another  category. 


—  54  — 

Time  study  sets  a  rate  which  the  average  worker  should  be 
able  to  better  consistently,  and  though  the  best  workers  may 
be  able  to  complete  the  task  in  a  time  approaching  the  mini- 
mum selected  time,  even  the  poorer  workers  should  be  able  to 
do  it  within  the  task  time. 

The  determination  of  the  allowance  factor  was  at  first  an 
arbitrary  selection  of  a  value  intended  to  cover  all  the  opera- 
tions within  certain  classes  of  work,  but  subsequent  develop- 
ment in  time  study  investigations  made  it  evident  that  other 
factors  had  to  be  considered  than  simply  the  class  of  work. 
For  instance,  the  length  of  the  cycle  of  operations  was  found  to 
bear  considerable  effect  upon  the  allowance  factor.  Likewise, 
a  task  which  involves  only  machine  work  requires  a  very  dif- 
ferent allowance  than  one  which  is  made  up  wholly  or  in  part 
of  manual  operations.  Work  done  in  a  cleanly,  well-lighted  and 
ventilated  shop,  maintained  at  a  comfortable  temperature, 
will  call  for  a  smaller  allowance  than  work  carried  on  under  less 
auspicious  conditions. 

Originally,  the  allowance  was  referred  to  as  a  "fatigue  allow- 
ance," but  such  nomenclature*  is  quite  misleading,  for  the  in- 
fluence of  fatigue  in  reducing  rate  of  production  varies  to  a 
very  marked  extent  with  the  character  of  the  work.  While  it 
is  quite  true  that  fatigue  plays  an  important  part  in  reducing 
output  in  certain  classes  of  work,  in  others  it  has  comparatively 
little  influence.  In  machine  work,  where  the  tasks  are  long  and 
the  operator  has  little  to  do  but  watch  the  machine,  the  in- 
fluence of  fatigue  is  very  nearly  negligible,  while  variations  in 
machine  speed,  quality  of  tools,  condition  of  material  worked 
upon  and  numerous  other  factors  prove  of  much  greater  im- 
portance in  the  correct  formulation  of  the  allowance  which 
should  be  made.  On  the  other  hand,  in  the  case  of  a  blacksmith 
swinging  a  heavy  sledge  or  a  man  doing  a  great  deal  of  metal 
chipping,  fatigue  is  probably  of  far  more  importance  in  dimin- 
ishing the  amount  of  work  which  can  be  accomplished  than  any 
other  one  factor. 

A  task  which  is  made  up  of  a  series  of  related  operations  that 
recur  in  a  regular  sequence  at  periodic  intervals  enables  the 
operator  to  establish  a  rhythm  in  his  work  which  cuts  down 
materially  the  amount  of  allowance  required.  The  more  nearly 
the  operator  approaches  a  perfect  rhythm  in  his  work,  the  less 
will  be  the  needed  allowance.  On  work  entailing  more  or  less 
interruption,  such  as  tasks  requiring  the  intermittent  or  oc- 
casional stopping  and  re-starting  of  the  machine  for  incidental 
operations  or  attention,  the  allowance  should  be  greater  than 


-55  — 

on  work  not  subject  to  such  interruptions,  for  the  rhythm  of 
the  productive  work  is  invariably  destroyed.  Such  breaks  in 
the  continuity  of  the  work  have  frequently  a  tendency  to  in- 
crease fatigue,  rather  than  to  lessen  it,  for  the  interruptions 
may  not  serve  as  rest  periods,  as  is  sometimes  the  case,  but 
simply  check  the  effective  cycle  of  actions  which  develops  high 
output  with  a  minimum  expenditure  of  energy.  The  qualified 
statement  is  made  here,  as  interruptions  in  the  way  of  change 
in  nature  of  work  are  not  infrequently  introduced  to  guard 
against  fatigue. 

The  influence  of  fatigue  as  a  detracting  factor  in  attaining 
high  production  was  duly  considered  by  Frederick  W.  Taylor 
in  his  management  work,  and  he  made  many  studies  to  deter- 
mine the  point  at  which  fatigue  commenced  to  affect  the  out- 
put of  a  worker.  These  early  studies  of  Doctor  Taylor  were 
similar  to  that  conducted  to  demonstrate  the  value  of  fatigue 
allowances  to  an  operator  who  was  skeptical  as  to  the  effect  of 
fatigue  on  his  particular  work,  the  results  of  which  are  graphi- 
cally depicted  in  Fig.  22.  While. this  study- indicates  the  value 
of  rest  periods  in  certain  classes  of  work,  it  is  not  of  sufficient 
scope  to  give  any  reliable  information  for  making  allowances 
on  a  broad  line  of  work.  The  study  illustrated  extended  over 
but  two  days  and  was  on  a  single  operation.  To  have  been 
suitable  for  general  use,  it  should  have  covered  a  much  wider 
range  of  work  with  different  operators  and  should  have  extended 
over  a  much  longer  period  and  under  varying  conditions. 

The  operator  was  allowed  to  work  straight  through,  from 
starting  time  in  the  morning  until  noon,  without  stopping  to 
rest,  and  for  another  four  hours  in  the  afternoon.  He  was  al- 
lowed to  set  his  own  pace  as  he  became  tired  and  to  take  longer 
for  each  operation  as  he  grew  more  fatigued.  The  length  of 
time  required  for  each  complete  cycle  was  recorded  as  the 
work  progressed  and  the  data  used  to  plot  the  graphs  in  Fig. 
22.  The  experiment  was  in  reality  a  production  study  con- 
ducted in  a  manner  not  to  be  recommended  except  for  an  ex- 
periment intended  to  disclose  facts.  Proper  provision  was  not 
made  to  avoid  fatigue,  so  the  output  of  the  worker  necessarily 
decreased  during  the  day  and  toward  the  end  of  the  afternoon 
was  seriously  reduced.  The  particular  task  selected  for  the 
experiment  was  one  in  which  the  entire  operation  was  composed 
of  handling  time.  A  machine  was  used;  but  as  it  was  manually 
operated,  the  work  falls  in  the  classification  of  all  handling 
time.  A  previous  time  study  had  established  a  minimum  se- 
lected time  of  something  under  vhalf  a  minute  per  complete 


—  56  — 

cycle,  but  as  the  minimum  selected  time  would  have  set  too 
severe  a  rate,  a  task  time  of  0.50  minute  was  set  as  the  standard 
desired  and  on  which  the  fatigue  allowance  should  be  based. 

On  the  following  day  the  operator,  though  still  allowed  to 
set  his  own  pace,  was  compelled  to  take  a  rest  of  2^  minutes 
every  half  hour,  while  engaged  in  the  same  kind  of  work  per- 
formed on  the  previous  day  without  rest.  On  the  second  day, 
the  work,  though  of  the  same  kind,  was  possibly  of  slightly  more 
difficult  character,  yet  was  performed  much  more  expeditiously. 
The  results  of  the  two-day  experiment  are  plotted  in  Fig.  22, 


0.60 
v  0.50 

3. 

Jo.40 
0.30 


Hour 


8.30     9       9.30     10      1030     II 
A.M. 


4 


11.30     \l  1.30 


FIG.    22.      EFFECT   OF  A   REST   PERIOD   ON  THE   TIME    OF 
PRODUCTION 


the  dotted  lines  depicting  the  average  time  consumed  per  cycle 
without  rest  periods,  and  the  full  lines  the  average  time  with 
the  regular  2>^-minute  rest  periods  each  half  hour.  The  points 
on  the  various  ordinates  represent  the  performance  during  the 
respective  preceding  half-hour  periods. 

Although,  on  the  first  day,  the  operator  succeeded  in  per- 
forming the  day's  work  at  an  average  rate  slightly  less  than 
that  set  by  the  task  time,  without  rest  periods,  on  the  second 
day  he  did  similar  work  in  some  eighty  per  cent,  of  the  time 
required  for  actual  work  during  the  first  day.  That  is,  despite 
the  fact  that  forty  minutes  were  taken  for  rest  on  the  second 
day  and  nearly  thirty  minutes  additional  were  wasted  due  to  a 
machine  breakdown,  the  actual  number  of  pieces  produced  by 
the  operator  was  over  10  per  cent,  greater  than  the  number  pro- 
duced the  previous  day,  when  there  were  no  interruptions  for 
rest  or  any  machine  trouble. 

The  data  depicted  in  Fig.  22  would  at  first  appear  to  supply 
all  the  information  needed  regarding  fatigue  allowances  for 
the  particular  task.  It  gives  information  as  to  the  maximum 
rate  of  speed  at  which  the  operator  can  work,  the  length  of 
time  he  can  maintain  the  speed.  It  also  indicates  the  point 
at  which  the  first  rest  period  should  be  introduced  and,  in  addi- 
tion, it  shows  the  diminution  in  output  that  may  be  expected 


—  57  — 

if  rest  periods  are  not  provided.  It  does  not  show,  however, 
how  long  the  rest  periods  should  be,  how  often  they  should 
be  provided,  and  what  relation  they  should  bear  to  the  character 
of  the  work.  Were  these  latter  considerations  known,  allow- 
ances could  be  predetermined  even  for  jobs  which  had  not 
been  previously  studied,  and  their  application  in  practice  would 
develop  highly  effective  and  efficient  performance.  It  is  quite 
evident,  then,  that  the  determination  of  the  proper  interval 
between,  and  the  length  of,  the  rest  periods  can  only  be  de- 
termined by  trial  and  error  with  the  methods  illustrated  in 
Fig.  22,  repeating  the  study  over  and  over  again  with  rest 
periods  of  varying  lengths  and  at  different  intervals.  This 
is  at  best  a  cumbrous,  expensive  and  time  -  consuming 
proposition. 

Instead  of  providing  rest  periods,  a  change  in  the  monotony  of 
the  job  may  effect  the  same  result.  In  actual  practice  it  may  prove 
unwise  from  the  standpoint  of  discipline  actually  to  stop  produc- 
tion for  the  purpose  of  providing  forced  rest  periods.  The  same 
object  may  be  accomplished  by  introducing  a  rest  period  under 
the  guise  of  nonproductive  elements.  Thus,  an  operator  on  a 
high-speed  machine  may  be  required  at  certain  intervals  to 
move  his  finished  product  to  a  'different  location  or  to  go  some 
little  distance  for  his  supply  of  raw  material.  The  change  in 
the  nature  of  the  work  involved  in  this  procedure  provides 
for  the  muscles  employed  in  the  productive  operations  the 
necessary  relaxation  to  overcome  the  fatigue  produced  by 
the  work.  The  introduction  of  rest  periods  in  this  manner 
is  a  matter  for  the  man  who  prepares  the  instruction  cards, 
and  considerable  ingenuity  may  be  exercised  by  him  in  this 
respect. 

In  certain  classes  of  work,  as  the  operation  of  automatic 
machinery,  it  is  often  desirable  to  provide  an  additional  oper- 
ator to  each  group  of  six  to  twelve  workers.  This  operator 
takes  the  place  of  each  of  the  workers  successively,  thus  pro- 
viding an  opportunity  for  rest  or  for  attending  to  their  personal 
needs  without  stopping  production.  This  additional  operator 
may  be  the  instructor  or  supervisor  for  the  group. 

Another  method  of  relieving  the  monotony  of  a  task  is  to 
interchange  the  operators  on  two  machines  engaged  on  different 
jobs  of  the  same  general  character  of  work  every  hour  or  two. 
This  scheme  tends  to  create  a  certain  rivalry  between  the  work- 
ers as  well  as  to  stimulate  production  through  the  change  in 
work,  for  it  is  natural  for  t*he  operator  relieving  a  fellow  worker 
to  leave  his  former  job  with  a  record  of  performance  difficult 


—  58- 

for  his  substitute  to  better  and  to  attempt,  on  his  new  job,  to 
better  the  record  established  by  the  first  worker.  The  other  man 
is  just  as  keen  to  show  that  he  is  as  efficient  as  his  co-worker 
and  a  friendly  spirit  of  rivalry  ensues  that  is  productive  of 
excellent  results. 

The  only  approved  method  of  arriving  at  the  information 
necessary  to  establish  fair  and  equitable  fatigue  and  delay 
allowances,  however,  is  to  carry  on  exhaustive  and  compre- 
hensive production  studies  as  a  part  of  the  time-study  routine, 
analyse  the  data  secured  and  deduce  definite  allowances  there- 
from. 

The  jagged  production  line  shown  in  Fig.  23  is  a  record  of 
such  a  production  study  extending  over  a  period  of  several 
days,  on  several  different  jobs  of  the  same  character.  The 
ordinate  values  represent  the  time  consumed  for  production 
per  piece,  and  the  abscissa  scale  measures  the  time  of  day  at 
which  the  successive  pieces  were  completed.  In  recording  the 
production  time  as  bounded  by  the  jagged  line,  only  the  net 
time  consumed  in  productive  work  is  used,  avoidable  delays 
being  subtracted.  It  will  be  observed  that  above  the  line  of 
production  there  are  a  number  of  points  plotted.  These  repre- 
sent the  actual  time  of  production,  and  the  distance  between 
them  and  the  corresponding  point  on  the  production  line  repre- 
sents the  avoidable  delay  that  has  been  deducted.  It  will  be 
observed  also  that  the  time  of  production  per  piece  has  a  ten- 
dency to  increase  somewhat  as  time  passes  and  the  end  of  the 
day  approaches. 

One  of  the  earliest  attempts  to  establish  a  scientific  basis  for 
fatigue  allowance  was  the  making  of  a  formula  to  govern  this 
feature.  In  one  of  the  first  shops  to  use  time  study,  data  were 
gathered  as  to  the  percentage  by  which  the  actual  time  of  per- 
forming jobs  on  the  heavier  tools  exceeded  the  minimum  selected 
time,  and  the  following  allowances  were  deduced: 

Percentage  To 
Be  Added  to 
Type  of  Machine  Size        Minimum  Time  Remarks 

Lodge  and  Shipley  lathes . .  24  to  30  in.  35  to  50  On  24-  to  30-in.  lathes,  the 
Lodge  and  Shipley  lathes . .  48  in.  30  allowance  is  ^35  per  cent. 

Vertical  boring  mills .  .  .*.  /.  120  in.  25  when  handling  time  is  more 

Vertical  boring  mills 36  in.  35  than  8  min.  and  machine 

Vertical  boring  mills 30  in.  40  time  double  handling  time; 

Horizontal  boring  mills  .  .  .  No.  74  Bennse  40  50  per  cent,  when  handling 

Planer 36  in.  40  time  is  less  than  8  min.  and 

machine  time  about  equal 

to  it. 

Similar  data  on  light  tools,  such  as  vertical  drilling  machines,, 


—  59  — 


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FIG.   23.     GRAPHIC  RECORD  OF  FATIGUE   STUDY  EXTENDING  OVER 

SEVERAL    DAYS 


—  60  — 

etc.,  were  incorporated  into  a  formula  by  Carl  G.   Barth,  as 
follows : 


I.20  +  V   T 

in  which  P  is  the  percentage  by  which  the  minimum  selected 
handling  time  is  to  be  increased  and  T  is  the  minimum  selected 
handling  time. 

The  allowances,  as  given  by  the  foregoing  table  and  formula, 
while  fairly  satisfactory  for  the  particular  shop  at  which  the 
studies  were  made,  proved  to  be  inaccurate  when  applied  to 
shops  in  different  lines  of  work.  It  was  evident  that  a  broader 
method  of  ascertaining  allowances  was  necessary,  if  they  were 
to  be  applied  along  more  general  lines. 

A  hypothetical  case  may  be  presented  to  illustrate  the  ap- 
proved method  evolved.  Production  studies  are  made  of  a 
number  of  jobs  requiring  various  lengths  of  time  for  their  com- 
pletion, but  in  which  the  percentage  of  handling  time  is  the 
same.  In  these  studies,  the  handling  time  is  carefully  noted 
and  separated  from  the  machine  time,  and  the  total  of  the 
handling  time  in  each  cycle  is  expressed  as  a  percentage  of  the 
minimum  selected  time  of  that  cycle.  For  example,  if  the  total 
minimum  selected  time  for  a  job  was  1.06  minutes,  made  up  of 
a  machine  time  of  0.54  minute  and  a  handling  time  of  0.52 
minute  the  following  figures  obtain  for  handling  time  in  several 
successive  cycles:  0.56,  0.64,  0.67,  0.63,  0.65,  0.68  minute. 
These  would  then  be  expressed  as  percentages  of  increase  over 
the  minimum  selected  handling  time  of  0.52  minute,  as  26.9 
23.1,  28.8,  21. i,  25.0,  30.7  per  cent. 

The  percentage  increases  of  the  actual  handling  time  over 
the  minimum  selected  handling  time  are  plotted  with  percentages 
as  ordinates  and  the  length  of  cycles  in  minutes  as  abscissas. 
A  curve  that  will  represent  the  mean  of  all  the  points  is  then 
drawn  through  the  field,  and  from  it  values  may  be  taken 
which  will  be  a  fair  allowance  for  all  work  with  the  same  per- 
centage of  handling  time  as  the  jobs  on  which  the  curve  was 
based. 

The  method  of  laying  out  the  curve  is  shown  in  detail  in 
Fig  24,  which  is  a  hypothetical  case  representing  results  of  a 
Targe  number  of  production  studies  on  jobs  in  which  the  handling 
time  is  50  per  cent,  of  the  total  time  of  the  cycle — that  is,  half 
the  operating  time  is  devoted  to  machine  work  and  the  other 
half  to  manual  operations.  The  jobs  have  cycles  covering 
periods  varying  from  0.5  minute  to  8  minutes,  and  the  percentage 


—  61  — 


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o         o         o         o 


FIG.  24.     METHOD  OF  MAKING  FATIGUE  CURVE  FROM  PRODUCTION 

STUDY 


—  62  — 

excess  of  the  actual  handling  time  over  the  minimum  selected 
handling  time  for  each  of  the  several  cycles  in  each  of  the  jobs 
is  shown  as  the  elevation  of  the  respective  plotted  points  above 
the  production  line. 

To  derive  the  smooth  curve  establishing  the  definite  values 
for  the  percentages  which  should  govern  the  fair  and  equitable 
allowance  to  be  made  for  each  definite  length  of  cycle,  it  is  ad- 
visable to  determine  the  average  value  of  the  plotted  points 
for  each  length  of  cycle,  as  due  weight  will  then  be  given  to 
values  that  occur  several  times  or  which  vary  in  value  but 
slightly.  If  a  curve  is  simply  struck  through  the  mean  of  all 
points,  values  that  occur  several  times  in  the  same  cycle  or  are 
quite  similar,  will  have  no  greater  weight  than  those  which  occur 
but  once  or  which  are  above  or  below  the  mean. 

In  the  study  under  consideration,  the  average  value  for  each 
of  the  cycles  is  indicated  by  the  crosses  in  Fig.  24,  which  are 
connected  by  the  straight  lines  to  give  the  rough  outline  A  A. 
With  this  rough  outline  as  a  guide,  the  smooth  curve  BE  is 
drawn,  which  deletes  the  variations  in  the  first  rough  graph 
and  very  closely  establishes  the  definite  percentage  allowances 
by  which  the  minimum  selected  handling  time  should  be  in- 
creased to  establish  the  suitable  handling  times. 

Similar  curves  are  plotted  for  numerous  jobs  with  different 
percentages  of  handling  time,  and  the  shop  is  then  prepared 
to  set  tasks  and  fix  allowances  with  a  certainty  that  the  tasks 
can  be  accomplished.  The  final  step  is  to  superimpose  the  curves 
for  the  different  percentages  of  handling  time  and  ascertain  if 
they  bear  a  similarity  to  one  another.  If  the  study  has  been 
carefully  conducted  and'  the  data  accurately' plotted,  it  will 
be  found  that  the  several  curves  show  approximately  the  same 
trend  and  that  it  is  possible  to  derive  a  mathematical  formula 
to  which  they  will  all  conform.  It  is  usually  advisable,  where 
the  mathematical  ability  is  present,  to  derive  this  formula  and 
to  replot  the  curves  in  accordance  with  it. 

The  curves  shown  in  Fig.  25  represent  developments  of  sev- 
eral classes  of  production  studies  that  finally  evolved  into  the 
series  shown  in  Fig.  4,  Chapter  II.  Curve  A,  Fig.  25,  Represents 
the  curve  obtained  by  plotting  Earth's  original  formula, 

P=20  + 


1.20+v/  T 

This  cuvre,   based  on  comparatively  few  observations   and   a 
limited  number  of  machine  types^  gave  allowances  far  in  excess 


—  63  — 


FIG.  25.   COMPARISON  OF  THE  EARLY  AND  RECENT  FATIGUE 

CURVES 


—  64  — 

of  those  necessary  for  certain  classes  of  work.  It  was  later 
modified  to  curve  B,  which  was  used  where  machine  time  and 
handling  time  occurred  in  combination.  Although  curve  B 
was  much  more  comprehensive  in  its  scope  than  the  original 
handling  allowance  curve  A  it  was  latter  found  that  still  more 
differentiation  should  be  made  between  classes  of  work  that 
varied  greatly  in  the  percentage  of  handling  time  involved  and 
additional  curves  were  evolved  according  to  the  method  em- 
ployed for  determining  curve  B,  Fig.  24,  for  work  involving 
percentages  of  handling  time  ranging  from  10  to  100  per  cent. 
Typical  of  these  studies  are  the  curves  C,  D  and  E,  Fig.  25, 
which  represent  handling  allowances  for  jobs  entailing  100,  10 
and  50  per  cent,  handling  time  respectively.  Similarly  the  series 
of  curves  shown  in  Fig.  4,  Chapter  II,  were  evolved  from  thou- 
sands of  careful  studies  conducted  in  many  different  shops 
and  extending  over  a  long^  term  of  years.  The  curves  are  re- 
produced with  a  logarithmic  ordinate  scale  to  facilitate  the 
true  relative  reading  of  the  percentage  allowances  for  cycles  of 
short  duration. 

The  mathematical  formula  for  the  whole  series  of  curves, 
derived  by  Mr.  Earth,  is 

P=20+  49-S-Q.325C 

70.376-  o.oooo2i6C2  +  T 

in  which  P  is  the  percentage  allowance,  C  the  percentage  of 
handling  time  and  T  the  minimum  selected  time  for  the  cycle. 

The  series  of  curves  presented,  representing  as  they  do 
thousands  of  carefully  taken  production  studies  carefully  and 
systematically  recorded  and  analyzed,  are  generally  applicable 
to  machine-tool  practice  in  the  ordinary  well-lighted  and 
ventilated  shop  which  is  properly  heated  and  in  which  working 
conditions  are  effectively  maintained.  Where  conditions  are 
not  so  satisfactory  or  where  conditions  tend  to  enervate  the 
workers,  additional  allowances  should  be  made,  and  in  other 
classes  of  industrial  activity  the  most  effective  allowances  may 
be  proportioned  somewhat  differently,  but  under  any  and  all 
conditions  accurate  allowance  curves  can  be  derived  by  follow- 
ing the  methods  and  procedure  previously  described. 

In  using  the  curves,  the  particular  curve  is  selected  which 
corresponds  most  nearly  to  the  percentage  of  handling  time  in 
the  cycle  on  which  allowance  is  to  be  made.  Thus,  when  there 
is  no  machine  time  involved,  curve  100,  representing  100  per 
cent,  handling  time,  is  used.  If  the  cycle  represented  50  per 
cent,  handling  time  and  50  per  cent,  machine  time,  then  curve 


—  65  — 

50  is  used.  The  percentage  allowance  is  made  upon  the  total 
of  the  handling  time;  that  is,  if  a  job  comprised  3  minutes  of 
machine  time  and  2  minutes  of  handling  time,  the  40  per  cent, 
curve  would  be  used  and  the  intersection  of  the  2-minute  ordi- 
nate  with  this  curve  would  determine  the  allowance  that  would 
be  added  to  the  handling  time  in  making  up  the  instruction  card. 
For  machine  time  with  power  feed  a  flat  allowance  of  5  per  cent, 
is  added,  and  for  machine  time  with  hand  feed  an  allowance  of 
20  per  cent,  is  added  to  the  machine  time.  The  method  of 
making  allowances  by  means  of  curves  derived  from  data  fur- 
nished by  production  studies  takes  into  consideration  the  de- 
lays to  the  work  due  to  other  considerations  than  fatigue.  Even 
in  the  most  highly  organized  and  best-managed  shops,  occurences 
are  bound  to  take  place  which  will  delay  the  progress  of  work 
to  a  certain  extent.  Some  of  the  delays  are  avoidable,  and 
others  are  not,  as  was  explained  in  the  chapter  on  production 
studies.  The  avoidable  delays  are  all  eliminated  from  the  rec- 
ord before  the  percentages  that  are  plotted,  as  in  Fig.  24,  are 
calculated,  and  only  the  net  productive  time,  the  delay  due  to 
fatigue  and  unavoidable  delays  that,  in  all  fairness,  should  be 
allowed  are  taken  into  consideration. 

Inasmuch  as  the  curve  developed  for  delay  allowances  include 
other  factors  than  fatigue,  the  term  "variation  allowance"  has 
been  adopted  as  a  better  expression  than  the  term  "fatigue 
allowance,"  which  has  been  so  widely  used.  Fatigue  does  play 
a  large  part  in  slowing  down  certain  classes  of  work,  particularly 
where  the  cycle  is  short,  necessitating  frequent  and  rapid  move- 
ments on  the  part  of  the  operator,  and  where  the  handling  time 
or  period  of  actual  physical  exertion  on  the  part  of  the  operator 
is  a  large  percentage  of  the  total  cycle.  Its  influence  is  rela- 
tively less  as  the  length  of  the  cycle  increases  and  the  percent- 
age of  handling  time  diminishes.  In  such  cases,  the  ^nfluence 
of  the  unavoidable  delays  may  be  greater  than  that  of  fatigue. 
These  features  are  clearly  shown  by  the  curves,  in  which  the 
allowance  fqr  the  short  cycles,  ,where  there  is  little  opportunity 
for  the  operator  to  recover  from  fatigue,  calls  for  higher  per- 
centage of  allowance,  while  the  long  cycles,  which  offer  rest 
periods  in  the  cycles  themselves,  call  for  much  lower  percen- 
tages of  allowance. 


CHAPTER  VI 

PRODUCTION-TIME    STUDY    ON    VARIABLE    OPERATIONS 

THE  soundness  of  the  principles  of  time  study  upon  which 
rates  may  be  set  for  work  of  a  repetitive  nature,  such  as 
the  activities  upon  which  time  studies  may  be  taken  in  manners 
as  described  in  the  preceding  chapters,  are  readily  conceded,  for 
the  nature  of  the  work  invites  a  rhythm  of  fundamental  opera- 
tions which  is  repeated  time  and  time  again  until  they  can  be 
made  almost  automatic  in  their  regularity.  On  automatic 
and  semi-automatic  machine  work,  interruptions  to  the  regular 
smooth  progress  of  the  machine  operations  need  only  be  in- 
vestigated to  secure  the  best  possible  production,  as,  for  in- 
stance, on  work  of  the  character  of  the  operation  studied  in 
Chapter  V.  There  are,  however,  numerous  operations  in  any  \ 
shop,  mill  or  manufacturing  plant  which  are  not  repetitive  or 
which,  if  repetitive  in  nature,  are  so  affected  by  variable  con- 
ditions as  to  be  classified  as  variable  operations. 

In  the  machine  shop,  the  task  of  one  man  or  a  department  is 
to  keep  the  small  tools  employed  on  some  machine  sharp  and 
in  good  condition.  It  is  a  specific  job,  but,  though  the  tools 
cared  for  may  be  all  similar,  it  will  be  found  that  the  amount 
of  work  entailed  to  put  them  in  good  shape  varies  with  almost 
every  tool.  If  the  tools  have  to  be  ground,  as  in  the  case  of  the 
heading  dies  for  a  cartridge  case,  it  may  be  found  that  one  die 
could  be  lapped  in  a  few  minutes,  while  another,  owing  to  the 
variation  in  hardness  and  the  amount  of  metal  to  be  lapped  off, 
would  require  an  hour  or  more  to  be  expended  in  lapping  it. 
To  set  a  definite  rate  for  such  character  of  work  is  quite  pos- 
sible by  scientific  time  study,  provided  sufficient  observation  is 
made  and  a  suitable  incentive  is  provided  the  workers  to  wrork 
diligently.  Incentive  is  necessary,  for  effective  work  of  this 
nature  must  necessarily  call  upon  the  ingenuity  and  skill  of 
the  operator.  It  is,  obviously,  not  a  task  for  which  detailed 
instructions,  with  set  unit  times  for  all  acts,  can  be  issued. 
The  incentive  should  be  commensurate  with  the  application  and 
skill  demanded  of  the  operator. 

Typical  of  the  procedure  to  be  followed  in  arriving  at  an 


—  67 


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OBSERVATION   SHEET 

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i<tc 


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FIG.  27. — SUMMARY  OF  PRODUCTION-TIME  STUDY 


—  68  — 


'0        10       £0      30      40       50      60       70       80      90       100     110      I2O 
Time   in    Minuses   to  Se+  up  Grind  and  Gctqs  .. 

FIG.   28. — PRODUCTION    CURVE- — FIRST   DAY 


0        10       20      30      40       50     60      70      60     90      100     110     120 
Time  in  Minutes  to  Set  up  Grind  and 


FIG.  29. PRODUCTION  CURVE SECOND  DAY 


—  69  — 

equitable  set  time  for  a  variable  operation  of  this  character  is 
a  time  study  made  on  the  lapping  of  a  specific  size  of  heading 
die  for  certain  cartridge  cases  at  a  plant  engaged  in  intensive 
war  work. 

A  production-time  study  extending  over  a  full  day  was  made 
on  the  output  of  six  workers  engaged  in  similar  work,  and  the 
observed  data  is  given  in  the  observation  sheet,  Fig.  26.  Delays 
of  every  kind  were  noted,  with  the  elapsed  times  for  all  inter- 
ruptions, classified  and  totaled  as  in  the  summary  observation 
sheet,  Fig.  27.  From  the  data  thus  secured,  the  production 
curve  (Fig.  28)  was  plotted,  after  deducting  all  unnecessary  and 
unusually  long  delays.  During  the  day  the  six  men  lapped 
40  heading  dies,  but  the  production  curve  clearly  indicated  that 
the  operation  was  one  of  marked  variation,  as  far  as  time  of 
accomplishment  was  concerned,  as  the  grinding  of  one  die  took 
105  minutes,  another  90  minutes,  several  85  minutes  each,  and 
many  more  from  25  to  80  minutes.  Similar  production-time 
studies  were  taken  on  three  other  days,  during  one  of  which 
six  men  lapped  54  dies;  on  the  next  day,  52  dies;  and  on  the 
third  day  63  heading  dies  were  lapped  by  the  six  men. .  The 
production  curves  covering  the  activity  of  the  three  days  are 
shown  in  Figs.  29  to  31,  inclusive.  These  curves  of  later  out- 
put, though  indicating  that  the  men  were  bettering  their  former 
records,  still  showed  the  marked  variation  in  the  time  required 
to  lap  different  heading  dies. 

An  accumulative  curve  of  the  four  days'  time  studies  was 
then  plotted,  as  is  shown  in  Fig.  32,  which,  together  with  the 
knowledge  acquired  from  the  individual  studies  regarding  de- 
lays and  drop  in  output,  indicated  that  if  an  equitable  rate  with 
the  proper  incentive  in  the  form  of  a  premium  for  attaining  a 
set  rate  of  output  could  be  established,  a  considerably  better 
production  per  day  could  be  realized.  However,  as  it  had  been 
noted  during  the  time  studies  that  the  speeds  of  the  grinders 
operated  by  the  various  men  differed  considerably,  an  investi- 
gation as  to  the  effect  of  the  machine  speed  upon  the  output  per 
operator  was  made  before  deciding  upon  any  set  time  for  the 
work.  '  The  number  of  dies  lapped  by  each  operator,  with  the 
times  actually  consumed  in  the  work,  was  plotted  to  scale,  as 
illustrated  in  Fig.  33.  This  graphic  depiction  indicated  that  the 
machine  speed  had  some  little  noticeable  effect  upon  the  out- 
put of  the  individual  workers,  as  an  inspection  of  the  graphs 
will  show.  The  operator  of  the  speediest  machine  had  the  best 
record,  it  is  true,  but  the  man  operating  the  machine  with  the 
next  highest  speed  had  very  nearly  the  worst  record.  How- 


—  70  — 


0         10       20      30      40       50      60      70       80       90      100      110      120 
Time  in  Minutes  to  Set  up  Grind  and  Gage 

FIG.    30. — PRODUCTION   CURVE — THIRD   DAY 


0        10       20      30     40       50      60      70      80      90      100     110 
Time  in   Minutes  to  Set  up  Orind  and  Gage. 

FIG.  31. PRODUCTION  CURVE FOURTH  DAY 


—  71 


40 
35 

30 

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Encircled 

Numbers 

In- 

dicate  +he  Order  in 

which  the  Production 
Time  Studies  were  made. 

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FIG.   32. ACCUMULATIVE    PRODUCTION    CURVE 


1315 ff. F. >M 
'286  "  "  " 
'238  "  "  » 
920  » »' " 
891  "n" 
152  »  -  » 


10       20       30      40        50      60       70      80       90      100      110      120 
Time   in   Minutes   per  Dies, 

FIG.    33. PRODUCTION   CURVES    PER  WORKER 


—  72  — 

ever,  as  most  of  the  men  operating  the  speedier  machines  had 
good  records,  the  showing  of  the  operator  with  the  second 
highest-speed  machine  was  attributed  to  a  personal  factor  and 
it  was  decided  to  bring  the  speeds  of  all  machines  to  that  of  the 
speediest,  1,315  r.p.m.  Prior  to  the  standardization  of  machine 
speed,  the  great  majority  of  the  dies  lapped  took  from  20  to 


OBSERVATION 

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FIG.     34. — ^TIME-STUDY    OBSERVATION    SHEET — LAPPING    HEADING 

DIES 

65  minutes  each,  while  the  operator  having  the  best  record, 
had  an  average  record  of  a  die  every  25  to  35  minutes. 

As  the  conditions  affecting  the  slower  workers  could  be  made 
similar  to  those  governing  the  work  of  the  operator  with  the 
best  record,  as  by  establishing  the  standard  machine  speed,  the 
average  time  for  lapping  one  heading  die  was  placed  at  30 
minutes  and  a  sequence  of  operations  drawn  up  to  guide  the 
men  in  their  work — as  listed  on  the  observation  sheet,  Fig.  34. 
Unit  times  for  the  elementary  operations  could  not  be  estab- 
lished, on  account  of  the  variations  in  the  work  entailed,  but 
allowances  were  included  in  the  selected  time  for  such  necessary 
interruptions  as  getting  and  preparing  new  copper  and  wooden 
laps.  Recommendation  was  also  made  that  the  waste  required 


7Q 
—   i  O 

should  be  provided  the  workers  at  their  machines,  or  else  that 
it  should  be  procured  at  the  start  of  the  day  by  the  men  work- 
ing on  the  finishing  machines,  at  which  time  the  finishers  are 
not  as  busy  as  later  in  the  day,  when  the  work  accumulates 
for  finish  lapping. 

In  order  to  secure  output  at  the  rate  of  30  minutes  per  die, 
it  was  necessary  to  introduce  a  plan  of  reward  for  unusual  effort 
on  the  part  of  the  workers,  set  as  equalling  the  new  rate,  as  the 
department  had  formerly  been  conducted  on  a  day  work  basis. 
It  was  deemed  advisable  to  adopt  a  bonus  plan,  where  the  day- 
work  pay  is  guaranteed  the  worker,  so  the  Halsey  premium 
plan,  which  had  been  used  with  success  in  other  departments 
of  the  same  factory,  was  selected.  The  plan  introduced  is  that 
where  the  workman  receives  as  a  bonus  half  the  pay  at  his  regu- 
lar-day rate  for  any  time  he  may  save  in  completing  work  for 
which  a  set-task  time  is  fixed.  The  plan  introduced  is  that  the 
worker  receives  a  premium  for  performing  an  operation  in  bet- 
ter than  set  time,  in  addition  to  his  regular  pay  for  the  time 
actually  consumed  under  task,  consisting  of  full  pay  for  one- 
half  of  the  time  saved  in  completing  the  task.  The  set  time 
.is  arrived  at  by  adding  two-thirds  to  the  selected,  or  task,  time. 
Whenever  the  operator  performs  a  task  in  the  selected  time,  he 
receives  as  a  premium  pay  proportional  to  one-third  of  his  day 
rate.  When  the  operation  is  performed  in  less  than  selected 
time,  his  premium  is  proportionately  greater,  or  when  under 
the  set  time,  though  in  excess  of  the  selected  time,  the  premium 
is  proportionately  reduced.  When  the  task  is  performed  in  the 
set  time,  or  on  a  poorer  rate,  no  premium  is  earned. 

The  premium  rate  was  put  into  effect  March  2ist,  and  as 
the  selected  task  time  for  lapping  one  die  was  placed  at  30 
minutes,  the  worker  was  allowed  50  minutes  for  each  die. 
That  is,  the  worker  succeeding  in  maintaining  an  average  hour- 
ly production  of  two  dies,  was  paid  at  a  rate  of  40  minutes  per 
die,  though  actually  taking  an  average  of  30  minutes  for  lap- 
ping each  die. 

The  wisdom  of  placing  the  work  on  a  time  basis  and  offering 
a  premium  to  the  worker,  should  he  succeed  in  maintaining  the 
selected  time  (30  minutes)  for  the  work,  was  immediately  ap- 
parent, as  graphically  depicted  in  Fig.  35.  Prior  to  March 
21  st,  the  average  number  of  dies  lapped  per  man  per  day  was 
in  the  neighborhood  of  10,  or  an  hour  per  die,  while  on  the 
first  day  on  a  premium  basis,  the  number  jumped  to  14,  on  the 
second  day  to  15  and  within  three  weeks  the  daily  output  had 
increased  to  20  or  more.  In  other  words,  a  time  study  on  an 


—  74  — 


24- 
23- 
22  : 
21 
:r>20 


a  15 

*  14 

feo 

a-12 

"• 


v  29  31    2    5  7   9   12  14  16  19212326262    57    9  12  14  16  1921  23262&302  469    II    13  16  !&  2023252730 
30  1    4   6  fc  II    13  15  I&202Z2527  I  4  6  8    II   13  15  18  2022252729  I  3   5  &  10  12  15  17  1922  242629 

J<m->j<s February--     — - 4<- March' >U April--  --->| 

Day  Work >f* Premium  Bases 

FIG.  35. — PRODUCTION    BEFORE    AND    AFTER    RATE    SETTING 

210 


2931   237   9  12  14  16  1921  232628  2  5   7    9  12  14161921  232626302  4  6  9    11   1315  18  20  23  Z5  27  30 
30  1  4  6  5  II  13  15  »  20  22  25  27  I  4  6  8  II   13  15  l&  20  22  252729  I  3  5  S  10  12  14  17  13  21  24  26 29  I 

[<r February >}< -March  4 ->k April ->( 

<- —  Day  Work >j< —  Premium   Basis .- 

FIG.   36. — NUMBER    OF    LAPPERS    AND    PRODUCTION 


7  x* 
i  «J 

operation  that  apparently  was  one  so  variable  in  nature  as  to 
prohibit  arriving  at  an  equitable  rate  at  which  the  work  should 
be  done,  necessitating  its  being  conducted  on  a  day-work  basis, 
was  placed  on  a  premium  basis  and  production  was  doubled. 
That  is,  the  effect  of  placing  the  work  on  a  plan  or  reward  was 
to  reduce  the  labor  cost  of  lapping  the  heading  dies  by  16%  per 
cent.,  and  the  overhead  by  50  per  cent.,  while  the  workmen 
received  a  very  substantial  increase  in  weekly  wage — approxi- 
mately one-third  extra. 

An  even  more  striking  result  of  the  change  from  day  work 
to  premium  work  is  shown  in  Fig.  36.  Before  the  introduction 
of  the  reward  for  application  to  work,  eleven  or  twelve  grinders 
were  necessary  to  maintain  even  the  number  of  dies  which  were 
averaged  per  day.  Shortly  after  the  introduction  of  the 
premium  rate,  the  average  number  of  dies  lapped  per  day  was 
increased  by  about  a  half  and  the  number  of  grinders  necessary 
for  the  increased  production  reduced  to  about  two-thirds  the 
number  employed  on  day  work  for  the  lapping  of  but  two-thirds 
as  many  heading  dies. 


SECTION   II 
THE   STUDY  APPLIED  TO   LINE   OF   MACHINE   TOOLS 

CHAPTER  VII.  TIME  STUDIES  FOR  RATE  SETTING  ON  MACHINE  TOOLS  .  79 

CHAPTER  VIII.  PREPARING  BORING  MILLS  TO  RECEIVE  WORK  ....  87 
CHAPTER  IX.  LANDING  WORK  AND  OPERATIONS  PREPARATORY  TO 

MACHINING IO5 

CHAPTER  X.  SETTING  TOOLS  AND  MANIPULATING  BORING  MILL  TO 

START  CUTS 112 

CHAPTER  XI.  MACHINING,  LOOSING  AWS  AND  REMOVAL  OF  WORK  .  .  152 

CHAPTER  XII.  USE  OF  GISHOLT  BORING-MILL  TABLES  ......  157 


CHAPTER  VII 

TIME    STUDIES    FOR    RATE    SETTING    ON    MACHINE    TOOLS 

IMPORTANT  as  are  time  studies  for  setting  rates  on  cpm- 
1  plete  operations  (Operation-time  Studies),  be  they  manual, 
machine  or  those  which  combine  both  handling  and  machine 
work,  they  necessitate  more  or  less  prolonged  activity  on  the 
one  operation.  That  is,  for  the  time  study  to  be  of  economic 
value,  the  operation  studied  must  be  one  that  will  be  actively 
conducted  for  a  period  considerably  more  extended  than  the 
day  or  two  during  which  the  analytical  investigation  for  the 
best  manner  and  rate  at  which  to  perform  the  work  is  made. 
Otherwise,  the  information  so  gained  can  only  become  a  matter 
of  recorded  interest  for  possible  future  activity,  instead  of 
valuable  data  for  immediate  practical  use. 

In  commercial  manufacture,  the  same  operation,  it  is  true, 
is  usually  performed  over  and  over  again  on  standardized  prod- 
uct for  which  a  demand  has  been  created,  but  there  are  many 
more  operations  conducted  which  may  be  repeated  only  oc- 
casionally. While  these  more  special  operations  may  not  afford 
an  opportunity  for  operation-time  study,  yet  it  is  imperative 
that  the  operation  be  performed  expeditiously  and  economically 
and  that  some  definite  rate  be  set  for  the  task  such  as  may  be 
consistently  attained  by  'a  diligent  worker,  without  undue 
fatigue.  Even  in  the  case  of  a  standardized  operation,  it  is 
always  valuable  to  be  able  to  estimate  the  rate,  even  though  it 
be  subsequently  checked  by  an  operation-time  study.  Further- 
more, improved  methods  and  processes  are  much  more  readily 
arrived  at  if  it  be  possible  to  estimate  accurately  in  advance  the 
time  required  for  the  altered  element  operations,  etc. 

The  acquisition  of  data  necessary  for  estimating  accurately 
the  time  required  for  any  piece  of  work  calls  for  not  only  an 
intimate  knowledge  of  the  allowances  which  should  be  made 
for  unavoidable  delays,  as  presented  in  Chapter  V,  but  as  com- 
prehensive familiarity  with  the  work  to  be  done  and  the  capaci- 
ties and  peculiarities  of  all  machines  and  equipment  employed 
for  the  work.  This  knowledge  must  embrace  not  only  full  in- 
formation concerning  the  actual  machine  work,  but  also  con- 


earning  all  such  incidental  operations  as  preparing  the  machine 
for  the  work,  placing  the  work  in  the  machine  and  removing  it. 
The  data  is  secured  by  time  studies  similar  to  those  described 
in  preceding  chapters.  From  the  records  thus  obtained  compre- 
hensive elementary  time  tables  are  compiled  and  the  tables  can 
then  be  employed  to  set  accurate  rates  for  any  operation.  Im- 
portant as  is  the  securing  of  data  for  the  tables  and  the  use  of  the 
time  tables  in  rate  setting,  the  compiling  of  the  tables  constitutes 
the  all-important  link  between  observation  and  application. 
By  compiling  comprehensive  time  studies  on  elementary  opera- 
tions, data  is  presented  in  such  form  that  by  recombining  the 
elementary  operation  times  in  varying  sequences  and  combina- 
tions, the  operations  necessary  to  the  completion  of  any  con- 
ceivable piece  of  work  may  be  outlined  and  a  predetermined 
rate  set  for  the  task,  with  detailed  instructions  for  its  per- 
formance. 

Obviously,  the  compilation  of  a  comprehensive  set  of  time 
tables  for  any  industry  involves  a  stupendous  amount  of  work, 
for  time  studies  must  be  made  on  all  types  of  machines  under 
diverse  operating  conditions,  the  data  secured  must  be  analyzed 
and  rechecked  until  there  remains  no  doubt  as  to  the  authen- 
ticity and  reliability  of  the  information  secured.  However,  the 
records  of  every  carefully  conducted  time-study  are  of  value 
as  data  for  such  tables  and,  when  properly  correlated  furnish 
not  only  basic  information  for  the  setting  of  base  times  and 
rates  on  specific  machines,  but  develop  facts  which  influence 
improvement  in  machine  design,  particularly  as  pertains  to 
operation. 

The  time  studies,  whether  on  hand  work,  machine  tools  or 
on  the  operation  of  other  industrial  equipment,  do  not  differ 
in  procedure  from  the  operation-time  studies  discussed  in  the 
preceding  chapters.  Nevertheless,  in  taking  up  an  exposition 
of  the  compilation  of  elementary  time  tables  for  rate  setting  on 
machine  tools,  certain  terms  which  will  recur  frequently  may 
be  defined  to  advantage. 

Element  or  elementary  operation.  The  smallest  sub-division 
of  the  job  or  work  that  is  to  be  studied.  Example:  Take  up 
wrench;  tighten  nut. 

Fundamental  operation.  A  sequence  of  elements  comprising 
the  performance  of  some  definite  portion  of  a  job.  A  single 
fundamental  operation  may  apply  to  several  different  classes 
of  work  or  to  several  different  sizes  and  types  of  machine. 
Example:  Put  tool  in  tool  post;  remove  tool  from  tool  po^t; 
move  head  along  rail,  etc. 


—  81  — 

Complete  operation.  A  division  of  machine  work  that  is 
complete  in  itself.  It  is  made  up  of  one  or  more  fundamental 
operations. 

Job  or  work.  The  combination  of  complete  operations  neces- 
sary to  the  completion  of  the  work  in  a  single  machine. 
Example:  Boring  a  cylinder;  planing  a  lathe  bed,  milling  the 
teeth  of  gear. 

Right  hand  (of  a  machine).  That  portion  of  the  machine  that 
is  at  the  right  of  the  workman  as  he  stands  in  front  of  and 
facing  it. 

Left  hand  (of  a  machine).  That  portion  of  the  machine  that 
is  at  the  left  hand  of  the  workman  as  he  stands  in  front  of  and 
facing  it. 

The  procedure  to  be  followed  in  taking  a  machine  time  study 
entails  the  analytical  division  of  the  job  into  classified  element- 
ary  operations  and  the  determination  by  means  of  a  stop 
watch  of  the  length  of  time  required  for  the  performance  of 
each  one  of  the  elements.  The  results  secured  should  be  care- 
fully weighed  and  analyzed  and  in  preparing  instruction  cards 
for  making  use  of  the  acquired  knowledge  the  same  sequence 
of  classified  operations  should  be  followed.  In  general  machine 
shop  practice  the  job  can  be  divided  into  a  sequence  of  element- 
ary operations  under  the  following  heads: 

1.  Preparing  the  machine  to  receive  the  work  (from  normal 
condition). 

2.  Landing  the  work  in  the  machine. 

3.  Squaring,  levelling  and  making  the  work  run' true. 

4.  Clamping  or  otherwise  securing  the  work  in  the  machine. 

5.  Setting  tools. 

6.  Manipulating    the    machine    to    start   the  cut   (includes 
calipering  and  gaging). 

7.  Machining — that  is,  removing  metal. 

8.  Manipulating  the  machine  at  the  end  of  the  cut. 

9.  Removing  the  tools.  .."'• 

ib.   Removing  the  clamps  and  securing  devices. 

11.  Removing  the  work  from  the  machine. 

12.  Restoring  the  machine  to  its  normal  condition. 

In  time-study  work  a  normal  condition  is  assumed  for  each 
machine.  This  normal  condition  is  that  which  will  enable  it 
to  accommodate,  without  change,  the  greatest  number  of  jobs 
that  will  come  to  it  in  the  regular  work  of  the  shop.  For  in- 
stance, in  the  case  of  a  boring  mill  the  rail  will  be  left  at  a  cer- 
tain elevation  above  the  table,  the  heads  at  either  end  of  the 
rail  and  the  rams  set  at  right  angles  to  the  rail.  At  the  con- 


—  82  — 

elusion  of  each  job,  the  machine  should  be  restored  to  its  nor- 
mal condition.  The  purpose  of  this  restoring  to  normal  con- 
dition is  to  facilitate  the  setting  of  tasks  on  the  machine  by 
giving  the  man  who  writes  the  instruction  cards  a  definite 
starting  point  in  laying  out  the  work.  As  will  become  appar- 
ent later,  a  large  percentage  of  the  time  involved  in  most 
machine  work  is  concerned  with  the  preparation  of  the  machine 
for  the  work.  All  instruction  cards  and  task  times  will  be 
inaccurate  if  the  machine  is  in  any  other  than  the  normal 
condition  when  the  workman  commences  work  upon  it.  In 
taking  time  studies  also  a  normal  position  should  be  assumed 
for  the  workman — that  is,  the  position  in  which  he  would  or- 
dinarily be  found  at  the  commencement  of  the  operation  in 
question.  Thus,  in  machining  work  on  a  boring  mill,  the 
workman  would  naturally  take  his  place  at  the  end  of  the  cross- 
rail,  and  this  position  would  be  his  normal  position  for  the 
beginning  of  the  immediately  following  operation — that  is, 
loosening  and  removing  clamps. 

These  various  operations  involved  in  manipulating  the  ma- 
chine for  the  job  may  be  more  thoroughly  defined  as  follows: 

1.  Preparing  the  machine  to  receive  the  work.     This  includes 
all  adjustments  of  the  machine  necessary  to  fit  it  for  the  re- 
ception of  work,  such  as  the  adjustment  of  chuck  jaws,  the 
removal  or  placing  or  faceplates  or  chucks,  the  adjustment  of 
the  footstock,  etc.,  in  the  case  of  lathes;  the  raising  of  the  rail, 
the  movement  of  the  heads,  etc.,  in  the  case  of  planers  and 
boring  mills;    and  similar  operations  that  can  readily  be  called 
to  mind  on  other  machines. 

2.  Landing  the  work  in  the  machine.     This  item  includes  the 
lifting  and  placing  of  the  work  in  position  ready  for  clamping 
or  otherwise  fastening  in  the  machine  by  hand.     Or,  if  the  piece 
is  too  heavy  to  be  moved  by  hand,  the  attaching  of  slings,  and 
hoisting  by  means  of  block  and  chain  hoist,  pneumatic  hoist  or 
crane,  the  movement  or  traverse  or  the  work  to  the  machine, 
the  landing  of  it  in  position  in  the  machine  and  the  removal 
of  the  slings. 

3.  Squaring,  levelling  and  making  the  work  run  true.     This 
item  includes  all  operations  necessary  to  make  the  surface  that 
is  to  be  machined  conform  approximately  to  tne  path  of  the 
cutting  tool. 

Squaring  involves  the  operations  necessary  to  locate  the 
principal  edge  of  the  work  parallel  to  the  edge  of  the  table  or 
to  the  path  of  the  cutting  tool  where  one  or  the  other  has  a 


—  83  — 

reciprocating  motion.  This  operation  is  necessary  principally 
in  connection  with  planers,  shapers  and  slotters. 

Levelling  involves  these  operations  necessary  to  bring  the 
working  surface  parallel  to  the  platen, or  table,  on  which  the  work 
is  supported.  Work  is  levelled  on  the  tables  of  planers,  boring 
mills,  drilling  machines,  shapers,  etc.  Although,  using  the 
term  in  its  strict  sense,  work  clamped  to  the  faceplate  of  a 
lathe  is  not  levelled,  nevertheless  the  operations  involved  in 
locating  the  working  surface  parallel  to  the  faceplate  are  the 
same  as  when  the  work  is  clamped  to  a  horizontal  surface,  and 
so  such  operations  in  lathe  work  are  properly  classified  as 
levelling. 

Making  work  run  true  involves  those  operations  required  to 
make  work  carried  on  centers,  or  supported  on  a  rotating  sur- 
face as  a  lathe  faceplate  or  boring-mill  table,  assume  the  same 
axis  of  rotation  as  that  of  the  machine  itself. 

4.  Clamping  or  otherwise  securing  the  work  in  the  machine. 
This  item  includes  the  tightening  of  chuck  jaws  on  the  work, 
placing  clamps  and  blocks  and  tightening  the  bolts  and  nuts 
that  hold  them  on  the  work,  tightening  vise  jaws,  and  setting 
and  making  firm  all  attachments  that  hold  the  work  in  position 
for  the  cutting  operations. 

5.  Setting  tools.     This  item  includes  placing  and  tightening 
all  cutting  tools  in  the  tool  post,  or  tool  block  and  making  them 
ready  for  work.     It  does  not,  however,  include  the  manipulation 
of  the  machine  to  bring  the  tool  in  proper  position  with  relation 
to  the  work  to  begin  removing  metal. 

6.  Manipulating  the  machine  to  start  the  cut.     This  item  in- 
volves  all  machine  movements,  including  those  necessary  to 
bring  the  cutting  tool  into  its  proper  relation  to  the  work,  and 
the  preliminary  operations  of  the  machine  necessary  to.  turn 
short   lengths   on   cylindrical  work,    and   so  obtain  the   space 
necessary  for  calipering  to  ascertain  whether  or  not  the  tool  is 
in  the  correct  position.     It  also  comprises  the  starting  of  the 
actual  machining  operation  by  throwing  in  the  feed  mechanism 
at  the  beginning  of  the  cut,  and  releasing  it  at  its  completion, 

7.  Machining.     This  item  involves  only  the  removal  of  metal, 
and  has  little  or  no  relation  to  the  time  involved  in  machine 
movements. 

8.  Manipulating  the  machine  at  the  end  of  the  cut.     This  item 
includes   the   fundamental   operations   necessary   to   disengage 
the  cutting  tool  from  the  work  and  to  bring  it  to  a  position  where 
it  can  be  removed  or  reset  for  another  cut.     In  general  it  is  the 
reverse  of  item  6. 


—  84  — 

9.  Removing  the  tools.     This  item  includes  the  elements  re- 
quired to  loosen  the  devices  holding  the  tool  in  place  and  to 
remove  it  to  the  tool  stand.     In  general  it  is  the  reverse  of 
item  5. 

10.  Removing  the  clamps  and  securing  devices.     In  general  this 
item  is  the  reverse  of  item  4,  except  that  the  elements  are  per- 
formed in  reverse  order. 

11.  Removing  the  work  from  the  machine.     The  items  involved 
here  are  the  same  as  those  involved  in  item  2,  excepting  that 
they  are  performed  in  the  reverse  order. 

12.  Restoring  the  machine  to  its  normal  condition.     The  opera- 
tions comprised  in  this  item  are  practically  identical  with  those 
comprising  item  i,  but  in  addition  it  includes  the  operation  of 
cleaning  the  entire  machine. 

Time  studies  in  which  the  various  elements  are  classified 
as  above  permit  of  the  widest  use.  For  instance:  The  same 
studies  on  clamping  may  be  applied  to  several  different  types 
of  machines.  Work  may  be  held  with  U-clamps  on  the  platen 
of  the  planer,  on  platen  or  table  of  the  boring  mill,  drilling 
machine  or  shaper.  It  makes  no  difference  what  machine  is 
involved,  so  long  as  the  character  of  the  work  to  be  clamped 
and  the  relative  conditions  are  the  same.  The  time  for  clamp- 
ing should  be  uniform. 

Another  example  is  calipering.  The  time  required  to  caliper 
a  piece  of  work  depends  but  little  upon  the  machine  in  which 
the  work  is  placed,  but  does  depend  very  largely  upon  the 
size  of  the  work  itself.  Studies  on  calipering  in  one  class  of 
machine  are  equally  applicable  to  other  types. 

Again,  in  hoisting  and  landing,  it  makes  but  little  difference 
whether  the  work  is  landed  in  the  machine  on  centers,  or  lowered 
in  position  on  the  table.  The  weight  and  distance  a  piece  is 
to  be  moved  will  make  quite  a  difference,  and  time  studies  on 
hoisting  and  landing,  therefore,  are  classified  first  with  respect 
to  the  method  of  handling — whether  by  hand,  chain,  pneumatic, 
or  electric  hoist,  or  crane — second,  with  respect  to  weight  and 
third,  with  respect  to  the  distance  moved.  Classified  in  this 
manner  the  different  groups  of  time  studies  can  be  combined 
one  with  another  to  fix  the  time  required  for  practically  every 
class  of  work.  There  will,  of  course,  be  necessary  additional 
time  studies  peculiar  to  the  machine  in  which  the  work  is  placed. 
That  is,  in  addition  to  studies  of  hoisting,  landing,  calipering, 
etc.,  applicable  to  all  classes  of  work,  there  must  be  studies  in 
machine  manipulation  for  the  different  machine  tools,  such  as 


-85- 

lathes,  planers,  millers,  shapers,  drilling  machines,  etc.,  and 
studies  of  tool  setting  for  these  various  machines. 

A  clearer  comprehension  of  the  approved  procedure  in  taking 
machine  time  studies  and  of  the  details  to  be  noted  can  doubtless 
be  formed  from  a  brief  enumeration  of  the  investigations  and 
combinations  of  elementary  operations  made  for  the  Gisholt  bor- 
ing mills.  The  procedure  entailed  first  dividing  the  operations 
on  Gisholt  boring  mills  into  their  fundamental  operations  such 
as:  i.  Preparation  of  the  machine,  including  oiling  and  cer- 
tain machine  manipulation  such  as  raising  and  lowering  the 
rail,  swiveling  the  ram,  changing  position  of  the  tool  post, 
etc.  2.  Manipulation  of  the  machine,  including  rapid  travel 
of  the  head  and  rail,  revolving  of  the  turret,  operating  speed 
and  speed  gears,  etc.  3.  Hoisting  and  landing  work  on  the 
machine.  4.  Clamping  work.  5.  Setting  and  starting  cuts 
which  include  some  machine  manipulation  already  stated  in  2, 
and  some  machine  elements  not  stated  elsewhere.  The  studies 
were  made  on  a  series  of  machines  ranging  from  30  to  84  inches 
in  size,  and  all  of  the  operations  outlined  were  studied  on  each 
machine. 

Each  of  the  fundamental  operations  comprised  in  the  fore- 
going subdivisions  was  analyzed  into  its  most  elementary  mo- 
tions and  the  sequence  of  operations  from  start  to  finish  as 
revealed  by  this  analysis  was  tabulated.  An  example  of  this  is 
a  study  made  on  the  turning  of  chuck  jaws  end  for  end.  The 
elements  are  as  follows: 

1.  Obtain  wrench  from  tool  stand. 

2.  Loosen  two  ^/g-inch  setscrews  in  first  jaw. 

3.  Remove  jaw  from  slot. 

4.  Clean   slot. 

5.  Turn  jaw  end  for  end  and  re-enter  it  in  slot. 

6.  Set  jaw  to  line  on  table. 

7.  Tighten  two  ^/g-inch  setscrews  in  jaw. 

8.  Turn  table  120  degrees. 

9.  Loosen  two  5/g-inch  setscrews  on  second  jaw. 

10.  Remove  jaw  from  slot. 

11.  Clean  slot. 

12.  Turn  jaw  end  for  end  and  re-enter  it  in  slot. 

13.  Set  jaw  to  line  on  table. 

14.  Tighten  two  ^g-inch  setscrews  in  jaw. 

15.  Move  table  120  degrees. 

1 6.  Loosen  two  ^-inch  setscrews  in  third  jaw. 

17.  Remove  jaw  from  slot. 

1 8.  Clean  slot. 


—  86  — 

19.  Turn  jaw  end  for  end  and  re-enter  it  in  slot. 

20.  Set  jaw  to  line  on  table. 

21.  Tighten  two  5^-inch  setscrews  in  jaw. 

22.  Return  wrench  to  tool  stand. 

M  These  various  elements  may  then  by  combined  one  with  the 
other  to  give  a  complete  progressive  tabulation  of  the  opera- 
tions considered  as  fundamental  for  boring  mills  of  the  Gis- 
holt  type. 

1.  Preparation.     Oil,    raise    and   lower   rail,    swivel   head   to 
angle,  remove  from  and  replace  tool  post  or  bar  in  ram,  raise 
or  lower  tool  post  in  ram,  set  chuck  jaws  on  table,  remove  chuck 
jaws  from  table. 

2.  Landing.     On  centers,  by  hand;    on  centers,  by  hoist;    in 
chuck,  vertical,  by  hand;  in  chuck,  vertical,  by  hoist;   in  chuck, 
horizontal,  by  hand;    in  chuck,  horizontal,  by  hoist;    on  table 
or  platen,  by  hand;    on  table  or  platen,  by  hoist;    on  table  in 
V-blocks,  by  hand;   on  table  in  V-b locks,  by  hoist;    in  vise,  by 
hand;   in  vise,  by  hoist;  on  arbor,  by  hand;  on  arbor,  by  hoist. 

3.  Squaring,  levelling  and  making  work  run  true.     In  chuck, 
in  chuck  and  steady  rest,  on  centers,  on  platen  on  faceplate. 

4.  Clamping.     Clamping  work  in  chuck  jaws,  clamping  with 
U-clamps,   clamping  with   goose-neck  clamps,   removing  work 
from    chuck   jaws,   removing   U-clamps,   removing    goose-neck 
clamps. 

$.  Setting  tools  in  post.  Set  tools  in  tool  post  in  right-hand 
head  for  cut  on  outside  diameter:  (a)  Round-nose  roughing 
tool,  (b)  square  finishing  tool.  Set  tools  in  tool  post  in 
right-hand  head  for  cut  in  face:  (a)  Round-nose  roughing 
tool,  (b)  square-nose  finishing  tool.  Set  tool  in  tool  post  in 
left-hand  head,  tools  set  for  cut  on  outside  diameter:  (a) 
Round-nose  roughing  tool,  (b)  square-nose  finishing  tool.  Set 
tools  in  tool  post  in  left-hand  head,  tools  set  for  cut  on  face: 
(a)  Round-nose  roughing  tool,  (b)  square-nose  finishing  tool. 

The  following  are  common  to  many  types  of  machines,  and 
must  be  used  in  preparing  instruction  cards  for  boring  mills,, 
planers,  shapers,  drilling  machines,  etc. 

6.  Manipulation.  Change  position  of  head,  start  motor,, 
stop  motor,  start  table,  stop  table,  change  feed  gears,  change 
speed  gears,  ratchet  head  back. 

This  classification  and  standardization  of  fundamental  opera- 
tion paves  the  way  for  an  effective  analysis  of  the  data  secured 
from  time  studies  made  on  the  operation  of  the  Gisholt  boring 
mills  as  well  as  the  compilation  of  accurate  time  tables. 


CHAPTER  VIII 

PREPARING    BORING   MILLS    TO    RECEIVE   WORK 

taking  of  time  studies  on  the  preparation  of  Gisholt 
A  boring  mills  for  any  specific  job,  as  well  as  similar  investi- 
gations for  elementary  time  tables  on  other  fundamental  opera- 
tions, differs  in  no  way  from  the  methods  already  presented  for 
operation-time  studies.  The  data  recorded  from  the  stop- 
watch readings,  to  hundredths  of  a  minute,  should  advisably 
be  plotted  to  large  scale  on  cross-section  paper  and  smooth 
curves  drawn  to  depict  the  trend  of  relationship  in  the  time 
consumed  in  the  performance  of  the  various  elementary  opera- 
tions for  the  different  sizes  of  boring  mills.  From  such  curves, 
the  unit  times  entered  in  the  time  tables  can  be  accurately 
ascertained  to  as  many  decimal  points  as  may  seem  advisable. 
Ordinarily  values  carried  to  three  decimal  points  for  the 
elementary  operations  and  two  for  the  total  fundamental 
operations  are  sufficiently  accurate  for  all  practical  pur- 
poses. This  method  of  securing  time-table  data  is  more 
reliable  than  dependence  upon  values  obtained  directly  from 
the  time  studies,  as  the  chances  of  errors  in  reading  the  watch 
and  the  effect  of  unusual  conditions,  delays,  etc.,  are  discounted 
to  a  considerable  degree,  if  not  entirely  eliminated.  Further- 
more, if  a  sufficient  number  of  machines  of  different  sizes  and  a 
suitable  number  of  studies  are  made  to  establish  conclusively 
the  trend  of  the  relationship  curve,  time  values  for  machines 
intermediate  in  size  to  those  actually  investigated  can  be  accu- 
rately determined. 

The  data  pertaining  to  the  operations  necessary  to  prepare 
Gisholt  boring  mills,  30,  36,  42,  60  and  84-inch  classes,*  and 
presented  in  the  following  tables,  are  obtained  from  trend 
curves  established  by  numerous  comprehensive  time  studies 
made  in  the  approved  manner  on  the  various  machines.  It 
is  assumed  that  each  machine  is  in  its  normal  condition  at  the 
time  work  is  to  commence,  and  that  the  work  is  of  such  char- 
acter as  to  necessitate  a  change  from  this  condition.  The 

*  Classes  of  Gisholt  boring  mills  embrace  other  sizes  than  those  speneifically  mentioned,  but 
machines  which  are  of  about  the  same  size  are  of  the  same  general  characteristics. 


—  88  — 

operations  comprised  in  the  preparation  and  the  tables  of  unit 
times  relating  to  them  are  as  follows: 

PREPARATION  OF   MACHINE   TO   RECEIVE  WORK 

Fundamental  Operations  Table 

Oil  machine 1 

Move  rail  by  power 2,  2 A 

Swivel  head  to  angle . .  • 3,  3A,  3B 

Remove  and  replace  tool  post  or  bar 4 

*       Change  position  of  tool  post 5 

Set  chuck  jaws  to  line 6 

Remove  chuck  jaws  from  table 7 

Reverse  chuck  jaws  on  table 8 

Move  chuck  jaws  in  or  out  to  line 9 

The  normal  condition  of  the  machine  must  be  determined 
separately  for  each  shop.  There  also  must  be  provided  a  tool 
stand,  on  which  tools,  equipment,  drawings,  instruction  cards, 
etc.,  are  kept.  The  tool  stand  should  be  placed  about  three 
feet  from  the  machine  and  in  such  a  position  that  the  workmen 
can  reach  any  article  on  it  with  a  minimum  of  effort. 

In  using  the  tables  herewith,  relative  to  preparing  the  ma- 
chine for  the  work,  a  survey  of  the  job  is  first  made  to  deter- 
mine what  changes  from  the  normal  condition  of  the  machine 
are  necessary,  and  the  operations  necessary  to  make  these 
changes  are  listed  in  the  instruction  card  in  the  order  in  which 
they  take  place.  The  time  required  for  each  operation  is  taken 
from  the  appropriate  table  and  set  opposite  that  item  in  the 
instruction  card. 

Such  deductions  as  the  conditions  may  require  are  made 
from  the  total  times  as  given  in  the  tables,  and  the  net  times 
only  are  entered  on  the  card.  For  instance,  if  the  preparation 
of  the  machine  involves  both  the  raising  of  the  rail  and  the 
swiveling  of  the  head,  the  workman  should  procure  the  neces- 
sary wrenches  for  both  operations  in  a  single  trip  to  the  tool 
stand,  and  this  fact  should  be  so  stated  on  the  instruction  card. 
The  time  allowed  for  swiveling  the  head  then  would  be  the 
total  time  given  in  the  table,  less  the  time  for  returning  the 
wrenches  used  for  that  operation.  These  would  be  returned 
with  the  wrenches  used  in  raising  the  rail,  when  that  operation 
is  completed.  The  time  allowed  for  raising  the  rail  would  be 
the  total  time  given,  less  the  time  for  procuring  the  wrenches. 
The  detailed  operations  are  given  in  the  tables  partly  to  enable 
such  modifications  to  be  made,  but  mainly  to  establish  a  stand- 
ard practice  based  on  the  methods  of  the  best  workmen  and 
on  careful  studies  and  correction  of  these  methods. 

Oiling,  the  first  of  the  fundamental  operations  for  preparing 
the  boring  mill  for  work,  should  be  attended  to  the  first  thing 


—  89  — 

TABLE    1 

OIL  MACHINE 

GISHOLT  BORING  MILLS 


Details  of  operation 

Size  of  Machine  in  Inches 

Oil 
can 
No. 

30 

36 

42 

60 

84 

1  .  Carry  cans  to  right  side  of  machine  . 
2.   Fill  holes  in  feed  box  
3.   Fill  reservoir  of  lower  feed  box  
4.  Fill  reservoir  of  rapid  -  travel  mech- 
anism   
5.  Fill  reservoir  on  upper  rail  bracket  . 
6.  Fill  six-pipe  sight-feed  oiler  
7.   Fill  reservoir.  .  
8.  Fill   reservoir   for  lubricating   back 
gears  . 

1 
2 

2 

2 
2 

2 

2 

2 

'  2  ' 
2 
2 

0.09 
*(24)  1.44 
0.27 

0.09 
*(24)  1.44 
0.28 

0.16 
0.52 
0.70 
0.16 

0.09 
*(25)  1.50 
0.30 

0.16 
0.53 
0.70 

0.10 
*(28)  1  .  68 
0.35 

0.17 
0.56 
0.70 

0.11 
*(32)  1.92 
0.41 

0.18 
0.63 
0.70 

.   0.51 
0.70 
0.16 

0.18 
0.30 
0.06 
t(3)    1  .  20 
1.80 
t(2)    0.60 

0.07 
0.30 
0.16 
0.53 
*(25)  1  .  50 
0.15 
*(6)    0.30 
0.06 
0.09 
0.20 

0.18 
0.30 
0.09 
t(6)    2.40 
1.80 
t(3)    0.90 

0.08 
0.35 
0.17 
0.56 
*(28)  1  .  68 
0.17 
*(9)    0.54 
0.08 
0.09 
0.20 

0.18 
0.30 
0.10 
t(4)     1.60 
1.80 
t(3)    0.90 

0.09 
0.41 
0.18 
0.63 
*(32)  1.92 
0.20 
*(9)    0.54 
0.11 
0.10 
0.20 

9.   Fill  3-ounce  oil  cup  
10.   Pick  up  cans,  walk  around  motor... 
11.   Fill  reservoirs  on  pinion  shaft 

12.   Fill  cup  on  shaft  under  motor  
13.   Fill  3-ounce  oil  cups  . 

14.   Pick  up  cans,  walk  to  left    side  of 
machine  

15.  Fill  reservoirs  of  lower  feed  box.  .  .  . 
16.   Fill  reservoir  of  rapid  travel  
17.   Fill  reservoir  on  upper-rail  bracket. 
18.  Fill  oil  holes  in  feed  box  

2 
2 
2 

19.  Climb  on  table 

23.  Fill  oil  holes 

1 

21.  Descend  from  table  

"'oioS 
0.20 

22.   Remove  cars  to  stand. 

0.08 
0.20 

23.  Clean  hands  with  waste  ...    . 

Total  time  for  oiling  machine. 

3.50 

3.60 

11.00 

13.00 

13.50 

*  Number  of  oil  holes,     f  Number  of  oil  cups. 

each  morning  if  the  machine  is  in  constant  use  or,  if  used  only 
intermittently,  the  machine  should  be  oiled  before  beginning 
the  first  job  of  the  day.  Preferably,  oiling  should  not  be  con- 
sidered part  of  the  actual  preparation  time  of  a  job,  but  should 
be  cared  for  by  a  separate  time  card  issued  to  that  operation 
only.  To  oil  the  larger  Gisholt  boring  mills,  some  twenty-three 
distinct  elementary  operations  are  necessary,  as  itemized  in 
Table  I,  though  in  the  case  of  the  30  and  36-inch  mills  fewer 
operations  are  required  on  account  of  the  greater  simplicity 
of  machine  construction  for  the  smaller  tools.  Table  I  also 
lists  the  unit  times  for  the  various  elementary  operations,  which, 
when  totaled,  give,  as  the  necessary  time  allowances  for  oiling 
the  mills  from  30  to  84  inches  in  size,  .3.45,  3.63,  10.80,  13.15 
and  13.21  minutes,  respectively. 

The  first  operation  chargeable  to  the  actual  preparation  of 
the  machine  for  work  is  then  that  of  moving  the  rail  by  power. 
This  task  naturally  divides  itself  into  three  parts:  I.  Prepara- 
tion, involving  the  procuring  of  tools,  loosening  clamping  nuts, 
engaging  of  the  necessary  levers,  etc.;  2.  actual  movement  of 
the  rail;  3.  clamping  the  rail  in  its  new  position  and  returning 


—  90  — 

the  tools  to  the  stool  stand.  The  details  of  (i)  and  (3)  are  given 
in  Table  2,  and  the  time  for  actually  moving  the  rail  a  given 
distance,  together  with  the  total  time  for  the  complete  opera- 
tion, is  given  in  Table  iA.  Ordinarily,  in  the  preparation  of 
instruction  cards  only  the  totals  in  Table  ^A  would  be  used. 
For  instance,  this  particular  item  on  the  card  for,  say  a  42-inch 
mill  would  read,  "Move  rail  10  inches .  .  .  1.734  minutes."  This 
operation  can  be  performed  only  on  42-inch  and  larger  ma- 
chines. The  rail  is  in  a  fixed  position  on  the  smaller  machine. 

On  certain  machines  the  number  of  clamping  nuts  on  the 
right-and-left-hand   housings   differs,   thus    accounting   for  the 


FIG.   37. — OPERATING  MECHANISM  FOR  MOVING  RAIL,  42,  60  AND 
84-INCH   GISHOLT  BORING  MILLS 


—  91- 

difference  in  time  for  loosening  or  tightening  nuts  on  the  op- 
posite sides  of  the  machine  (Table  2).  The  chain  drive  trans- 
mitting power  to  the  elevating  screws  of  the  rail  is  set  in  motion 
by  throwing  the  lever  D,  shown  in  Fig.  26.  The  clutch  connect- 
ing the  rail  to  the  elevating  screws  is  meshed  by  the  lever  E, 
and  the  rail  will  continue  to  move  as  long  as  this  clutch  is  in 
mesh.  When  the  rail  has  reached  the  desired  elevation,  the 
lever  E  is  released  and  the  chain  drive  disengaged  by  means 
of  the  lever  D. 

In  raising  the  rail,  it  can  be  brought  to  the  desired  height 
and  stopped.  In  lowering,  however,  it  should  be  lowered  below 
the  desired  point  and  reraised  to  the  correct  elevation  in  order 
to  take  up  the  lost  motion  in  the  elevating  screws  and  nuts. 
While  this  will  actually  make  a  slight  difference  in  the  time  for 
raising  or  lowering  the  rail  through  a  given  distance,  the  dif- 
ference is  so  small  that  for  all  practical  purposes  the  time  for 
raising  or  lowering  ma^  be  considered  the  same. 

TABLE  2 

MOVING  RAIL  BY  POWER 
GISHOLT  BORING  MILLS 


Details  of  operation 
Preparation  for  moving  rail 

Size  of  Machine,  Inches 

42 

60 

84 

Time  in  minutes 

1.  Get  wrench  from  tool  stand 

0.0425 
0.0700 
0.1700 
0.0920 
0.  1700 
0.0200 
0.0500 
0.0400 

0.055 
0.080 
0.360 
0.105 
0.270 
0.020 
0.050 
0.040 

0.070 
0.100 
0.285 
0.125 
0.285 
0.020 
0.050 
0.040 

2.  Walk  to  left  side  of  machine 

3.  Loosen  clamping  screws.  . 

4.  Walk  to  right  side  of  machine 

5.  Loosen  clamping  screws  ... 

6.  Lay  down  wrench  

7.  Engage  clutch  to  operate  chain  
8.  Engage  clutch  to  move  rail  .... 

Total  preparation  for  moving  .  .  . 

0.65 

0.98 

0.98 

9.  Move  rail  

See 

Table  2A 

10.  Disengage  elevating-chain  clutch  

0.040 
0.050 
0.255 
0.092 
0.255 
0.090 
0.040 

0.040 
0.056 
0.405 
0.105 
0.540 
0.100 
0.055 

0.040 
0.065 
0.427 
0.125 
0.427 
0.120 
0.070 

11.  Pick  up  wrench    .  . 

12.  Tighten  clamping  screws,  right  side  

13.  Walk  to  left  side  of  machine 

14.  Tighten  clamping  screws,  left  side  

15.  Remove  wrench  to  tool  stand  

16.  Return  to  front  of  machine  

Total  time  for  clamping  rail  after  moving  .  .  . 

0.82 

1.30 

1.27 

Tools  required:     Open-end  wrench. 

Starting  position  of  operator:     In  front  of  machine. 


—  92  — 


TABLE   2A 

TOTAL  TIME  FOR  MOVING  RAIL 
GISHOLT  BORING  MILLS 


Distance  through  which  rail  is 
moved              .              .... 

5  in. 

10  in. 

15  in. 

20  in. 

25  in. 

30  in. 

1  .  Prepare  to  move  rail  (Table  2) 
2.  Move  rail 

42-inch  Boring  Mill 
Time  in  Minutes 

0.6545 
0.  1740 
0.8220 

0.  5645 
0.3480 
0.8220 

0.6545 
0.5220 
0.8220 

0.6545 
0.6960 
0.8220 

3.  Clamp  rail  (Table  2)  
Total  time  for  moving  rail  .  . 

1  .  Prepare  to  move  rail  (Table  1  ) 
2.  Move  rail 

1.65 

1.73 

2.00 

2.17 

60-Inch  Boring  Mill 

0.980 
0.694 
1.301 

0.980 
1.39G 
1.301 

0.980 
2.083 
1.301 

0.980 
2.780 
1.301 

3.  Clamp  rail  (Table  1)       
Total  time  for  moving  rail  .  . 

1  .  Prepare  to  move  rail  (Table  1  ) 
2    Move  rail 

2.98 

3.67 

4.36 

5.06 

84-Inch  Boring  Mill 

0.975 
0.800 
1.274 

0.975 
1.600 
1.274 

0.975 
2.400 
1.274 

0.975 
3.200 
1.274 

0.975 
4.000 
1.274 

0.975 
4.800 
1.274 

3.  Clamp  rail  (Table  1)       .... 
Total  time  for  moving  rail  .  . 

3.05 

3.85 

4.65 

5.45 

6.25 

7.05 

To  swivel  the  head  of  the  mill  to  the  required  angle,  the  next 
operation  in  preparing  the  machine  for  work,  entails  somewhat 
different  operations  for  the  various  sizes  cf  machines.  In  the 
case  of  30  and  36-inch  Gisholt  boring  mills,  the  head  is  swiveled 
by  hand  to  approximately  the  desired  angle  and  clamped 
losely  in  position.  Then,  by  tapping  the  head  one  way  or  the 
other  with  a  lead  hammer  or  mallet,  it  is  adjusted  accurately 
and  the  clamping  nut  screwed  home.  On  42-inch  mills  and 
larger  the  head  is  swiveled  by  means  of  a  worm  operated  by  an 
open  end  wrench  and  can,  therefore,  be  moved  exactly  to  the 
desired  angle. 

The  complete  operation  of  swiveling  the  head  divides  into 
the  fundamental  operations  of  loosening,  swiveling  and  clamp- 
ing. The  unit  times  for  loosening  and  clamping  are  given  in 


—  93 


oo 

Q 


w 

Ss 


O 

CO 

3 

u 


<    J 

o  S 

m 

is 


00 
CO 


—  94- 

Table  3,  those  for  swiveling  and  for  the  complete  operation  in 
Tables  ^A  and  3$  for  the  smaller  and  larger  sizes  of  mills, 
respectively. 


TABLE  3 

LOOSEN  AND  CLAMP  HEAD 
GISHOLT  BORING  MILLS 


Details  of  operation 

Size  of  Machine 
Inches 

30 

36 

Loosen  head 
1.  Obtain  wrench  and  lead  hammer  from  tool  stand 

Time  in  minutes 

0.055 
0.280 
0.020 

0.06 
0.42 
0.02 

2.  Loosen  hexagon  clamping  nuts  

3.  Lay  wrench  on  table  of  machine  

Total  time  for  loosening  head  

0.36 

0.50 

4.  Swivel  head  to  or  from  zero  

See  Table  3  A 

Clamp  head 
5.  Exchange  lead  hammer  for  wrench  

0.03 
0.14 
0.20 
0.055 

0.03 
0.21 
0,30 
0.06 

6.  Tighten  firmly  nuts  on  right  side  of  head  

7.  Tighten  firmly  nuts  on  left  side  of  head 

8.  Remove  wrench  and  hammer  to  tool  stand 

Total  clamping  time.  ...             .    . 

0.43 

0.60 

42  Inch 

60  Inch 

84  Inch 

1.  Obtain  two  wrenches  from  stand  0.  06 

0.07 
0.28 
0.02 
0.03 

0.09 
0.42 
0.02 
0.03 

2.  Loosen  clamping  nuts                                                        0  28 

3.  Lay  wrench  on  table                                                        0  02 

4.  Pick  up  worm-operating  wrench                                      0  03 

Total  time  to  loosen  head  .       0.39 

0.40 

0.56 

5.  Swivel  head  to  or  from  zero .  .  .  .  See  Table  3B. 


6.  Lay  down  worm-operating  wrench  . 

0.02 

0.02 

0.02 

7.  Pick  up  clamping  wrench  
8.  Tighten  clamping  nuts  

0.03 
0.40 

0.03 
0.40 

0.03 
0.60 

9.  Remove  wrenches  to  tool  stand 

0  06 

0  07 

0  09 

Total  time  to  clamp  head 

»    OS, 

0  52 

0  74 

—  95  — 


TABLE  3A 

TOTAL  TIME  TO  LOOSEN  AND  SWIVEL  HEAD  AND  CLAMP  SWIVEL  HEAD  TO  ANGLE 
GISHOLT  BORING  MILLS 


Degrees  of  swivel  

5 

10 

15 

20 

25 

30 

30-inch  Machine  —  Time  in  Minutes 

Loosen  head  (Table  3  A)  .  . 
Swivel  head  

.355 
.19 
.425 

.355 
.21 
.425 

.355 
.225 
.425 

.355 
.24 
.425 

.355 
.25 
.425 

.355 
.27 
.425 

Clamp  head  (Table  3A)  .  . 

Total    time    for    swiveling 
head         

0.97 

0.99 

1.01 

1.02 

1.03 

1.05 

36-inch  Machine 

Loosen  head  (Table  3  A)  .  . 
Swivel  head. 

.50 
.20 
.60 

.50 
.22 
.60 

.50 
.23 

.60 

.50 
.25 

.60 

.50            .50 
.26            .28 
.60           .60 

Clamp  head  (Table  3  A  .  .  . 

Total    time    for    swiveling 
head  .  .  . 

1  30 

1.32 

1.33 

1  .35 

1.36 

1.38 

Tools  required:    Lead  hammer  or  mallet,  clamping  wrench. 

Normal  position  of  workman:  In  front  of  machine. 

Normal  condition  of  machine:   Head  at  right  angles  to  rail. 

TABLE  3J5 

TOTAL  TIME  TO  LOOSEN  SWIVEL  HEAD  AND  CLAMP 
GISHOLT  BORING  MILLS 


Degrees                           

5 

10 

15 

20 

25 

30 

35 

40 

45 

42-Inch  Machine 

Loosen  head  (Table  3A)     

0.39 
0.37 
0.51 

0.39 
0.45 
0.51 

0.39 
0.54 
0.51 

1.44 

0.39 
0.64 
0.51 

0.39 
0.75 
0.51 

0.39 
0.86 
0.51 

0.39 
0.97 
0.51 

0.39 
1.09 
0.51 

0.39 
1.22 
0.51 

Swivel  head                    

Clamp  head  (Table  3  A)    

Total  time  for  swiveling  head 

1.27 

1.35 

1.54 

1.65 

1.76 

1.87 

1.99 

2.12 

60-Inch  Machine 

Loosen  head  (Table  3A)  
Swivel  head  

0.40 
0.43 
0.52 

0.40 
0.51 
0.52 

0.40 
0.61 
0.52 

0.40 
0.71 
0.52 

0.40 
0.82 
0.52 

0.40 
0.93 
0.52 

0.40 
1.05 
0.52 

0.40 
1.17 
0.52 

0.40 
1.30 
0.52 

2.22 

Clamp  head  (Table  3A)  

Total  time  for  swiveling  head  

1.35 

1.43 

1.53 

1.63 

1.74 

1.85 

1.97 

2.09 

84-Inch  Machine 

Loosen  head  (Table  34  

0.56 

0  48 

0.56 
0.57 
0.74 

1.87 

0.56 
0.67 
0.74 

0.56 
0.76 
0.74 

0.56 
0.89 
0.74, 

0.56 
1.00 
0.74 

0.56 
1.12 
0.74 

0.56 
1.25 
0.74 

0.56 
1.40 

0.74 

2.70 

Swivel  head 

Clamp  head  (Table  3A)  

0.74 

"Total  time  for  swiveling  head  

1.78 

1.97 

2.06 

2.19 

2.30 

2.42 

2.55 

—  96  — 

The  removing  and  replacing  of  the  tool  post  or  bar  in  Gisholt 
boring  mills  also  entail  somewhat  different  procedure  in  various 
sizes  of  mills.  The  tool  posts  in  the  larger  sizes  may  be  carried 
either  in  the  ram  or  the  turret  head  on  the  ram,  but  in  the 
smaller  sizes — 30  and  36-inch  mills — are  always  placed  in  the 
turret  heads. 

The  tool  post  or  bar  is  removed  from  the  turret  head  by 
loosening  a  single  hexagon  clamping  bolt  in  the  head,  which  al- 
lows the  bar  or  post  to  drop  out.  The  workman,  while  loosening 
the  clamping  bolt,  holds  the  bar  or  post  with  his  free  hand  to 


Too!  Post 


FIG.    40. — OPERATION    TO    REMOVE    TOOL    POST — 30    TO    SCINCH 
GISHOLT  BORING  MILLS 

prevent  it  from  falling  to  the  table.  After  loosening  the  bolt, 
the  bar  or  post  is  grasped  with  both  hands,  lifted  out  of  the 
head  and  removed  to  a  convenient  position  on  the  floor  along- 
side the  tool  stand.  The  table  assumes  that  the  bar  or  post 
that  is  to  replace  the  one  removed  is  at  hand  on  the  floor  or 
tool  stand  and  that  it  is  procured  and  carried  to  the  machine 
on  the  return  trip,  after  disposing  of  the  first  post  or  bar.  It 
is  placed  in  the  turret  head  and  held  in  position  with  one  hand, 
while  with  a  wrench  in  his  free  hand  the  workman  tightens  the 
clamping  nut. 


—  97  — 

The  process  of  removing  and  replacing  the  tool  post  or  bar 
in  the  ram  is  the  same  as  removing  or  replacing  it  in  the  turret 
heads,  except  that  there  are  three  clamping  bolts  to  be  mani- 
pulated and  a  locking  pin  to  be  pulled  out.  The  purpose  of  this 
pin  is  to  prevent  the  bar  or  post  from  falling  to  the  table  when 
the  clamping  bolts  are  loosened.  The  workman  holds  the  bar 
with  his  free  hand  while  he  releases  the  locking  pin  and  then 
uses  both  hands  to  remove  the  bar. 

The  time  table  for  all  elementary  operations  involved  in  re- 
moving and  replacing  the  tool  post  or  bar  in  the  ram  or  turret 
head  of  Gisholt  boring  mills — 30  to  Scinch  machines  inclusive 
—is  given  as  Table  4. 

TABLE  4 

REMOVE  AND  REPLACE  TOOL  POST  OR  BAR 
GISHOLT  BORING  MILLS 


Details  of  operations 

Size  of  Machine,  Inches 

30 

35 

42 

42 

60 

84 

Time  in  Minutes 

1.  Obtain  wrench  from  tool  stand, 
walk  to  left  of  side  of  machine  . 
2.  Loosen  hexagon  clamping  bolts.  . 
3.  Lay  wrench  on  table     
4.  Remove  post  or  bar  from  turret.  . 
5.  Pull  pin  and  remove  post  or  bar 
from  ram 

0.09 
0.07 
0.02 
0.03 

0.10 
0.07 
0.02 
0.03 

6.05 
0.08 
0.04 

0.10 
0.07 
0.02 
0.03 

6.07 
0.09 
0.04 

0.10 
0.12 
0.02 

0.06 
0.07 
0.09 

0.15 
0.02 
0.22 
0.08 

0.13 
0.17 
0.02 

0.09 
0.08 
0.12 

0.17 
0.02 
0.26 
0.09 

0.16 
0.20 
0.02 

0.12 
0.09 
0.14 

0.20 
0.02 
0.29 
0.11 

6.  Remove  post  or  bar  to  floor  
7.  Carry  bar  or  post  to  machine  .... 
8.  Put  bar  or  post  in  turret  
9.  Put  bar  or  post  in  ram  y  .  .  . 

0.05 
0.08 
0.04 

10.  Pick  up  wrench  

0.02 
0.12 
0.07 

0.02 
0.12 
0.07 

0.02 
0.12 
0.08 

1  1  .  Tighten  hexagon  clamping  bolts  .  . 
12.  Return  wrench  to  tool  stand  .... 

Total  time  to  remove  and  replace 
tool  post  or  bar 

0.59 

0.60 

0.64 

0.93 

1.15 

1.35 

Tool  required:   Open-end  wrench. 

Normal  position  of  workman:   In  front  of  machine. 

Normal  condition  of  machine:   Tool  post  or  bar  in  head  or  ram. 

The  position  of  the  tool  post  as  regards  its  distance  from  the 
base  of  the  ram — in  42,  60  and  Scinch  mills — entails  another 
fundamental  operation  necessary  to  prepare  the  larger  Gisholt 
boring  mills  for  the  reception  of  work — i.  e.,  raising  or  lowering 
the  tool  post  in  the  ram.  The  distance  of  tool  post  from  the 
base  of  the  ram  may  be  varied  by  locating  the  locking  pin  in 


—  98  — 

any  one  of  the  three  slots  provided  in  the  tool-post  shank.  To 
change  the  position  of  the  tool  post,  the  three  clamping  bolts 
are  loosened,  and  the  locking  pin  is  pulled  out.  The  workman, 
meanwhile,  grasps  the  tool  post  with  his  free  hand  and  raises 
or  lowers  it  to  the  desired  position  and  releases  the  pin.  The 
clamping  bolts  are  then  tightened.  The  elementary  operations 
required  for  raising  or  lowering  the  tool  post  in  the  ram,  together 
with  the  unit  times  for  all  acts,  are  given  in  Table  5. 

TABLE  5 

RAISE  OR  LOWER  TOOL  POST  IN  RAM 
GISHOLT  BORING  MILLS 


Details  of  operation 

Raise  Post 

Lower  Post 

Size  of  Machine 
Inches 

Size  of  Machine 
Inches 

42 

60 

84 

42 

60 

84 

Time  in  Minutes- 

1.  Obtain  wrench  from  tool  stand,  walk 
to  left  side  of  machine  

0.09 
0.12 
0.02 
0.04 

0.09 
0.17 
0.02 
0.05 

'6'02 
0.26 
0.09 

0.10 
0.20 
0.02 
0.05 

'0.'02' 
0.29 
0.11 

0.09 
0.12 
0.02 

0.08 
0.02 
0.22 
0.08 

0.09 
0.17 
0.02 

0.09 
0.02 
0.26 
0.09 

0.10 
0.20 
0.02 

0.09 
0.02 
0.29 
0.11 

2.  Loosen  hexagon  clamping  bolt  
3.  Lay  wrench  on  table    . 

4.  Pull  pin,  raise  post.  .  . 

5.  Pull  pin,  lower  post              

6.  Pick  up  wrench  .                  

0.02 
0.22 
0.08 

7.  Tighten  clamp  in  bolts      

8.  Remove  wrench  to  stand.  .  

Total  time  to  raise  post  
Total  time  to  lower  post  

0.59 

0.70 

0.79 

0.63 

0.74 

0.83 

Tool  required:   Open-end  wrench. 

Normal  position  of  workman:  In  front  of  machine. 

Preparation  for  the  accommodation  of  the  work  on  the  table 
of  a  boring  mill  obviously  constitutes  an  important  preliminary 
step  in  the  preparation  of  the  machine  to  receive  work,  and  one 
which  quite  naturally  calls  for  detailed  study  and  comprehen- 
sive instruction  cards  if  it  is  to  be  performed  effectively  and  ex- 
peditiously.  There  are  several  common  methods  of  holding 
the  work  to  boring-mill  tables — by  means  of  chuck  jaws  fitted 
to  the  slots  in  the  table,  clamping  it  to  parallels  on  the  table, 
setting  it  in  drivers,  or  by  clamping  it  flat  on  the  table. 

Gisholt  boring  mills  up  to  and  including  42-inch  have  a  table 
consisting  of  a  three-jaw  scroll  chuck  (Fig.  31),  the  jaws  having 


—  99  — 

both  independent  and  universal  movements.  Machines  larger 
than  42-inch  have  four  detachable  independent  chuck  jaws 
mounted  on  bases  held  to  the  table  by  means  of  four  T-slot 
bolts  in  parallel  T-slots  on  the  table  (Fig.  32).  Each  jaw  is 
moved  with  reference  to  its  base  by  a  screw  operated  by  a  socket 
wrench,  as  at  A  in  Fig.  31.  The  assumption  is  made  that  the 
T-slot  bolts  are  kept  in  the  holes  in  the  base. 

The  jaws   of  the  three-jaw  chucks   are  set  to  that  line  on 
the  table  which  most  nearly  corresponds  to  the  diameter  of  the 


7oof  Pos-f- 


FIG.  41. OPERATION  TO  LOWER  TOOL  POST — 42,  60  AND  84>INCH 

GISHOLT    BORING    MILLS 

work.  They  are  then  caused  to  grip  the  work  by  means  of  the 
scroll  movement.  See  B,  Fig.  2.  The  base  of  the  independent 
jaw  for  machines  larger  than  42-inches  is  placed  with  its  outer 
edge  flush  with  the  edge  of  the  table,  and  the  jaw  is  moved 
backward  and  forward  in  the  base  by  means  of  the  screw  until 
it  attains  its  approximate  desired  position  with  reference  to 
the  base.  The  base  is  then  moved  forward  on  the  table  to  the 
line  most  nearly  corresponding  to  the  diameter  of  the  work 
and  is  clamped  down  to  the  table.  The  operations  are  repeated 
for  the  second  jaw  before  moving  the  table.  The  final  adjust- 
ment of  the  jaws  is  made  independently  after  the  work  is  in 
place. 

When  reversing  the  chuck  jaws  on  the  table,  as  is  necessary 


—  100- 

for  certain  classes  of  work,  the  clamping  bolts  at  C  (Fig.  32),,  are 
loosened,  the  jaws  removed  from  the  table,  turned  end  for  end 
and  entered  in  the  table  slots.  From  this  point  the  process  is 
the  same  as  for  setting  the  jaws  for  the  first  time.  In  the  case 
of  independent  jaws  for  machines  larger  than  42-inch,  adjust- 


FIG.  42. — THREE-JAW  CHUCK  FOR  BORING  MILL 


inent  of  the  jaw  is,  as  above,  made  with  the  base  flush  with  the 
edge  of  the  table. 

In  moving  the  chuck  jaws  on  the  table  without  reversing 
them  it  is  necessary  in  the  case  of  the  jaws  having  bases,  first 
to  remove  the  base  of  the  jaw  until  its  edge  is  flush  with  the 
edge  of  the  table  and  then  to  adjust  the  jaw  to  the  size  of  the 


FIG.  43. FOUR-JAW  CHUCK   FOR  BORING  MILL 

piece,  after  which  the  base  and  jaw  are  moved  forward  to  the 
desired  location. 

The  time  tables  giving  the  elementary  operations  involved 
and  the  unit  times  for  setting  the  chuck  jaws  to  line,  removing 


—  101—    '  '  -L  i          V^  £j  5  >;- 

the  chuck  jaws  from  the  boring-mill  table,  reversing  the  jaws 
and  moving  them  in  or  out  as  may  be  required,  are  given  as 
Tables  6,  7,  8  and  9.  The  acts  entailed  in  the  operations  on  the 
three-jaw  chucks  differ  in  certain  respects  from  those  required 
for  four-jaw  chucks,  it  will  be  noted,  on  account  of  the  differ- 
ence in  mechanical  construction  of  the  two  types.  However, 
in  either  case,  the  elementary  operations  listed  and  the  unit 
times  presented  are  secured  from  exhaustive  and  comprehensive 
time  studies  conducted  in  the  sequences  given  and  constitute 
authentic  records  of  the  most  effective  procedure  in  each  case. 

TABLE  6 

SET  CHUCK  JAWS  TO  LINE 
GISHOLT  BORING  MILLS 


Details  of  operation 

Size  of  Machine,  Inches 

30 

36 

42 

Time  in  Minutes 

1.  Obtain  rule,  measure  diameter  of  piece  

0.120 
0.035 
0.050 
0.087 
0.210 
0.090 
0.347 
0.090 
0.347 
0.035 

0.120 
0.040 
0.060 
0.093 
0.220 
0.100 
0.373 
0.100 
0.373 
0.040 

0.120 
0.045 
0.070 
0.100 
0.230 
0.120 
0.400 
0.120 
0.400 
0.045 

2.  Obtain  chuck  wrench  from  stand  

3.  Pick  up  chuck  jaw 

4.  Insert  jaw  in  table  slot;  move  jaw  to  line     .... 
5    Tighten  two  screws  in  jaw 

6.  Turn  table  120  degrees 

7    Repeat  items  3  4  and  5 

8.  Turn  table  120  degrees  

9.  Repeat  items  3,  4,  and  5        .  .  .  .-  

10.  Remove  wrench  to  stand  

Total  time  for  setting  three  chuck  jaws  

1.41 

1.    52 

1.65 

Details  of  operation 

Size  of  Macine 
Inches 

60 

84 

Time  in  Minutes 

1    Obtain  rule  measure  diameter  of  piece 

0.150 
0.055 
0.110 

0.120 
0.270 
0.160 
0.440 
1.100 
0.180 
2.200 
0.060 

2    Obtain  chuck  wrench  from  stand 

3    Pick  up  chuck  jaw  from  stand 

4.  Enter  slot  bolt  in  base  into  table  slot,  on  the  edge  flush 
with  table 

5.  Screw  jaws  in  base  to  suit  diameter  of  work 

6    Move  jaw  base  up  to  line 

7.  Tighten  4  \  -inch  clamp  bolts 

8.  Repeat  items  3  to  7  inclusive 

9.  Turn  table  180  degrees 

10.  Repeat  twice  items  3  to  7  inclusive 

11.  Remove  chuck  wrench  to  stand   .            .    . 

Total  time  for  setting  four  chuck  jaws 

4.85 

TABLE  7 

REMOVE  JAWS  FROM  TABLE 
GISHOLT  BORING  MILLS 


Size  of  Machine,  Inches 


Details  of  operation 

30 

36 

42 

Time  in    Minutes 

1. 

2. 
3. 
4. 
5. 
6. 
7. 

Obtain  chuck  wrench  from  stand  

0.035 
0.172 
0.040 
0.090 
0.302 
0.212 
0.035 

0.040 
0.180 
0.050 
0.100 
0.330 
0.230 
0.040 

0.045 
0.190- 
O.C60 
0.120 
0.370 
0.250 
0.045 

Loosen  two  screw  in  jaw  

Remove  jaw  from  slot  to  stand 

Turn  table  120  degrees 

Repeat  items  2,  3  and  4  ... 

Repeat  items  2  and  3  

Remove  wrench  to  stand  .... 

Total  time  for  removing  three  chuck  jaws 

0.89 

0.97 

1.08 

Details  of  operation 

Size  of  Machine 
Inches 

60 

84 

Time  in  Minutes 

1. 
2. 
3. 

4. 
5. 
6. 

7. 

Obtain  chuck  wrench  from  stand  
Loosen  four  clamping  bolts. 

0.055 
0.440 
0.160 
0.600 
0.180 
1.200 
0.055 

« 

Remove  jaw  from  slot  to  floor. 

Repeat  items  2  and  3  . 

Turn  table  180  degrees  . 

Repeat  twice  items  2  and  3.   .  . 

Remove  wrench  to  stand  .......        .    . 

Total  time  for  removing  four  chuck  jaws.  .... 

2.69 

—  103  — 


TABLE  8 

REVERSE  JAWS  ON  TABLE 
GISHOLT  BORING  MILLS 


Details  of  operation 

i 

Size  of  Machine,  Inches 

30 

36 

42 

Time  in  Minutes 

1    Obtain  rule  measure  diameter  of  piece 

0.120 
0.035 
0.172 
0.050 
0.089 
0.210 
0.090 
0.521 
0.090 
0.521 
0.035 

0.120 
0.040 
0.180 
0.055 
0.093 
0.220 
0.100 
0.548 
0.100 
0.548 
0.040 

0.  120 
0.045 
0.190 
0.060 
0.100 
0.230 
0.120 
0.580 
0.120 
0.580 
0.045 

2.  Obtain  chuck  wrench  from  tool  stand  
3.  Loosen  two  clamping  screws  on  jaw  
4    Remove  jaw  from  slot.. 

5    Reverse  jaw  enter  in  slot  to  line 

6.  Tighten  two  clamping  screws  on  jaw  
7    Turn  table  120  degrees 

8    Repeat  items  345  and  6 

9    Turn  table  120  degrees  

10    Repeat  items  345  and  6 

1  1    Remove  wrench  to  stand  '  

Total  time  for  removing  three  jaws  

1.93 

2.04 

2.19 

Details  of  operation 

60 

84 

Time  in  I 

Minutes 

1    Obtain  rule,  measure  diameter  of  piece  .  . 

0'150 

2    Obtain  chuck  wrench  from  stand 

0  055 

3    Loosen  four  clamping  bolts  on  jaw. 

0  440 

4    Remove  jaw  from  slot  

0  070 

5    Reverse  jaw           .    . 

0  060 

6.  Enter  base  in  table  slot,  outer  edge  flush  with  table  
7    Screw  jaw  in  base  to  suit  diameter  of  work 

0.120 
0  270 

8    Move  jaw  base  to  line 

0  160 

9    Tighten  four  clamping  bolts  on  jaw. 

0  440 

10    Repeat  items  345678  and  9 

1  560 

11.  Turn  table  180  degrees  

0.180 

12    Repeat  twice  items  345678  and  9. 

3  120 

13    Remove  wrench  to  tool  stand 

0  055 

Total  time  for  reversing  four  jaws  

6.68 

Size  of  Machine 
Inches 


—  104  — 


TABLE  9 
MOVE  JAWS  IN  OR  OUT  TO  LINE 

GISHOLT  BORING  MILLS 
JAWS  ON  TABLE  AT  BEGINNING  OF  JOB 


Details  of  operation 

Size  of  Machine,  Inches 

30 

36 

42 

Time  in  Minutes 

1. 
2. 
3. 

4. 
5. 

(>. 
7. 

a 

9. 
10. 

Obtain  rule,  measure  diameter  of  piece  
Obtain  chuck  wrench  from  tool  stand  
Loosen  two  clamping  screws  in  jaw  
Move  jaw  up  to  line  

0.120 
0.035 
0.172 
0.080 
0.210 
0.09Q 
0.471 
0.090 
0.471 
0.035 

0.120 
0.040 
0.180 
0.093 
0.220 
0.100 
0.493 
0.100 
0.493 
0.040 

0.120 
0.045 
0.190 
0.100 
0.  230 
0.120 
0.520 
0.120 
0.520 
0.045 

Tighten  two  clamping  screws  on  jaw  

Turn  table  120  degrees 

Repeat  items  3,  4  and  5 

Turn  table  120  degrees 

Repeat  items  3,  4  and  5  . 

Remove  chuck  wrench  to  tool  stand 

Total  time  for  moving  three  jaws 

1.79 

1.88 

2.01 

Details  of  operation 

X 

Size  of  Machine, 
Inches 

60 

84 

Time  in  Minutes 

1    Obtain  rule  measure  diameter  of  piece 

0.150 
0.055 
0.440 
0.070 
0.270 
0.160 
0.440 
1.380 
0.180 
2.760 
0.055 

2    Obtain  chuck  wrench  from  tool  stand 

3    Loosen  four  clamping  bolts  in  jaw 

4    Move  jaw  base  back,  edge  flush  with  table 

5    Screw  jaw  in  base  to  suit  diameter  of  work 

6    Move  jaw  to  line 

7    Tighten  four  clamping  bolts  in  jaw        .  . 

8    Repeat  items  3,  4,  5  6  and  7       .      .            

9    Turn  table  180  degrees                                    

10.  Repeat  twice  items  3,  4  5,6  and  7  

1  1  .  Remove  chuck  wrench  to  tool  stand  

Total  time  for  moving  four  jaws 

5.96 

CHAPTER  IX 


LANDING    WORK   AND    OPERATIONS    PREPARATORY   TO    MACHINING 

ENDING  a  piece  of  work  on  the  table  of  a  boring  mill 
entails  the  use  of  a  traveling  crane  or  other  type  of  hoist, 
unless  the  piece  weighs  less  than  a  hundred  pounds  and  is 
neither  unusually  bulky  nor  difficult  to  handle,  when  it  can 
be  picked  up  by  hand  and  placed  in  the  machine.  This  ar- 
bitrary classification  by  weight  of  method  for  handling  the 
work  from  the  floor  to  the  machine  is  naturally  subject  to  con- 
siderable latitude,  but  it  is  highly  improbable  that  a  piece  of 
work  weighing  over  a  hundred  pounds  will  be  regularly  picked 
up  by  hand  in  any  efficiently  conducted  shop.  As  a  matter  of 
fact,  the  division  between  hand  and  crane  operation  will  much 
more  frequently  occur  around  .the  seventy-five-pound  mark. 
Furthermore,  in  landing  the  work  on  the  boring-mill  table  it 
is  assumed  that  the  work  has  already  been  brq,ught  to  the 
particular  machine  and  placed  conveniently  in  its  close  prox- 
imity. In  the  case  of  pieces  which  can  be  handled  by  hand 
this  means  that  the  work  should  be  placed  at  a  point  not  more, 
on  the  average,  than  six  feet  from  the  boring  mill. 

The  averages  of  a  comprehensive  series  of  time  studies 
made  to  ascertain  the  time  required  to  pick  up  from  the  floor 
and  to  land  a  piece  of  work — the  work  not  more  than  six  feet 
from  the  machine  and  the  weight  of  the  piece  varying  from 
five  to  one  hundred  pounds — are  given  in  Table  10.  The 
operation  consisted  simply  in  the  manual  one  of  picking  up 
the  work  with  the  hands  and  placing  it  upon  the  table  of  the 
boring  machine. 

TABLE  10 

LAND  PIECE  FROM  FLOOR  TO  CHUCK  JAWS  ON  MACHINE  BY  HAND 
GISHOLT  BORING  MILLS 


Details  of  Operation 

WEIGHT  IN   POUNDS 

5 

10 

20 

30 

40 

50 

60 

70 

80 

90 

100 

1.  Pick   up   piece  (six 
feet     away)    and 
land     in      chuck 
jaws    on     boring 
mill  table  by  hand 

0.10 

0.11 

0.127 

0.148 

0.173 

0.20 

0.23 

0.26 

0.29 

0.32 

0.35 

—  106- 

When  the  work  piece  has  to  be  slung  in  order  to  hoist  it 
with  ease  and  safety  there  are  a  number  of  ways  in  which  it 
can  be  done  and  a  diversity  of  suitable  slings.  Among  the 
most  commonly  used  machine-shop  slings  is  the  endless  rope 
or  endless  chain,  and  a  large  steel  ring  with  two,  three  or  four 


FIG.  44. — LANDING    THE    WORK    BY   HOIST 

chains  linked  to  it,  each  chain  having  at  its  free  end  a  lifting 
hook.     See  Fig.  44. 

Another  method  is  to  use  a  rope  sling,  looping  one  end  around 
the  piece  itself,  passing  the  bight  over  the  crane  hook  and 
looping  the  free  end  around  the  opposite  side  of  the  piece. 
The  end  of  the  sling  is  then  passed  between  the  two  ropes 


-107- 

forming  one  leg  of  the  bight  and  a  bar  passed  through  the 
loop  in  the  end,  after  which  the  sling  is  made  taut.  The  latter 
method  is  applicable  only  to  light  work. 

In  all  work  that  is  to  be  handled  by  a  crane  the  next  piece 
which  is  to  be  placed  in  the  machine  should  be  handled  before 
the  crane  is  permitted  to  depart.  If,  on  account  of  the  con- 
ditions in  the  shop  long  waits  are  necessary  before  the  crane  is 
available,  the  time  allowed  for  waiting  for  the  crane  should  be 

TABLE  11 

DETAIL  TIME  TO  SECURE  CHAINS  ABOUT  WORK  AND  HOIST 
GISHOLT  BORING  MILLS 


Details  of  Operation 

Weight  in  Pounds 

To  150 

Above 
500 

About 
1000 

1. 
2 

3! 

Crane  moved  over  work  

Time  in  Minutes 

0.20 
0.56 
0.08 

0.20 
0.76 
0.11 

0.20 
0.88 
0.13 

Loop  chains  about  work  

Make  chains  taut 

Total,  securing  chain  to  hoist  

0.84 

1.07 

1.21 

4.  Hoist  and  land. ...  . .  See  Table  11A 


5.  Remove  chains  of  sling  about  work  
Total,  removing  chains  after  piece  has  been  landed. 

0.19 

0.23 

0.26 

0.19 

0.23 

0.26 

Tools  required:  One-inch  rope  sling;  wooden  bar,  2  x  4  x  43  inches. 

added  as  an  item  in  the  time  allowed  for  removing  the  piece 
from  the  machine  whether  the  man  takes  advantage  of  this 
allowance  each  time  he  removes  the  piece  from  the  machine 
or  not. 

The  detailed  operations  involved  in  securing  chain  sling  to 
land  the  work  from  the  floor  to  the  table  of  the  boring  mill  by 
a  power  crane  are  listed  in  Table  II,  with  the  unit  times  for 
each  elementary  act,  and  in  Table  uA,  the  detail  or  unit  times 
for  the  hoisting  and  landing  operations  are  given  for  work 


—  108  — 

varying  in  weight  from  90  to  1,250  pounds.  In  the  latter  table, 
values  of  the  time  required  for  the  complete  operation  are  also 
given. 

TABLE    11A 

DETAIL  TIME  OF  OPERATION  TO  CHUCK  JAWS  ON  HOIST  PIECE  FROM  FLOOR  AND  LAND  IN  MACHINE 

GISHOLT  BORING  MILLS 


Detail  of  Operations 

WEIGHT    IN   POUNDS 

90 

100 

125 

150 

200 

250 

300 

400 

500 

700 

1000 

1250 

1.  Secure  chain  to  hoist 
(Table  11)  

0.84 
0.10 

0.15 
0.11 

0.19 

0.84 
0.10 

0.15 
0.110 

0.19 

0.84 
0.10 

0.15 
0.11 

0.19 

0.84 
0.10 

0.151 
0.113 

0.19 

1.07 
0.102 

0.155 
0.117 

0.23 

1.07 
0.103 

0.16 
0.12 

0.23 

1.07 
0.104 

0.165 
0.123 

0.23 

1.07 
0.107 

0.175 
0.13 

0.23 
1.712 

1.07 
0.11 

0.185 
0.136 

0.23 

1.21 
0.117 

0.205 
0.153 

0.260 

1.21 
0.135 

0.238 
0.175 

0.260 

1.21 
0.155 

0.270 
0.195 

0.260 

2.  Hoist  (about  four  ft.) 
3.  Travel    to    machine 
table  (fifteen  feet). 
4.  Lower  and  land  piece 
in  jaws  
5.  Removing  chain  after 
piece      has      been 
landed  (Table  11). 

Total  time  to  hoist 
and  land 

1.39 

1.39 
1.4 

1.39 

0 

1.394 

1.647 

1.683 

1.692 
1.70 

1.731 

1.945 

2.018 
2.00 

2.090 

Total  for  practical  use 

Tools  required:     10-ton  Shaw  electric  traveling  crane,  or  crane  of  similar  hoisting  speed. 

The  tables  show  the  time  required  to  loop  the  chain  over  the 
bar,  and  place  the  bar  in  position  under  the  piece  to  be  lifted, 
and  also  the  time  required  for  making  the  sling  taut  after 
hooking  on  the  crane. 

For  landing  work,  whether  by  hand  or  hoist,  distinction  is 
made  in  the  tables  according  to  the  weight  of  the  piece.  Times 
for  a  piece  as  light  as  90  pounds  are  shown  for  handling  by 
hoist,  and  times  for  a  piece  as  heavy  as  100  pounds  are  given 
for  handling  by  hand.  On  small  machines  most  operators  can 
handle  pieces  of  100  pounds  by  hand  without  over  exertion. 
Where  a  great  many  pieces  are  to  be  worked  upon  it  is  probably 
advisable  to  count  on  handling  by  hand,  for  few  operators  will 
bother  with  a  crane  and  the  waits  connected  with  it,  but  in 
ordinary  cases  80  pounds  in  weight  is  about  the  maximum  for 
handling  by  hand.  In  the  tables  in  this  article  it  is  assumed 
that  where  a  piece  is  handled  by  hand,  the  man  walks  about  6 
feet  from  the  machine,  picks  up  the  piece,  returns  to  the  machine, 
lifts  it  a  distance  of  3^  feet  and  lands  it  in  the  chuck  jaws. 

In  handling  a  piece  by  the  crane,  the  piece  is  first  slung  by 
one  of  the  approved  methods  and  is  then  hoisted  about  4  feet 
before  being  transferred  to  the  machine.  The  table  assumes 
a  movement  of  15  feet  from  the  pile  of  pieces  to  the  chuck 
jaws.  In  all  cases  of  slinging  the  sling  must  be  removed  when 
the  piece  has  been  landed  at  its  destination. 


—  109  — 

The  work  landed  on  the  table  of  a  boring  mill,  it  is  necessary 
to  make  the  piece  run  true  with  reference  to  the  circumference 
of  the  machine  table,  but  this  operation  rarely  has  to  be  re- 
peated more  than  twice  in  repetitive  manufacture  unless  very 
accurate  setting  of  the  piece  is  necessary.  In  general,  the 
operation  of  truing  the  work  may  be  divided  into  two  classes: 
i.  For  single  pieces;  2.  For 'duplicate  pieces. 

For  duplicate  pieces  the  operation  necessary  for  single  pieces 
must  be  performed  for  the  first  piece  of  the  lot  and,  sometimes, 
for  the  first  two  pieces.  After  that  the  same  chuck  jaw  or 
jaws  should  be  opened  each  time  for  the  removal  of  the  piece, 
and  those  that  are  to  be  opened  should  be  prominently  marked. 
If  this  is  done  truing  the  piece  of  work  becomes  unnecessary, 
it  is  simply  placing  a  piece  in  the  chuck  jaws  and  tightening  the 
jaws  that  were  previously  opened. 

For  single  pieces  the  process  of  truing  is  as  follows:  The 
piece  having  been  landed  in  the  chuck  jaws,  the  workman 
procures  his  chuck  wrench,  tightens  the  jaws  upon  the  piece, 
and  lays  down  the  wrench.  He  then  rapidly  travels  the  head 
over  to  the  edge  of  the  piece  and  puts  a  finger  in  the  tool  post 
to  facilitate  testing  the  trueness  of  the  piece.  The  time  for 
this  item  is  the  time  required  to  rapidly  travel  the  head  from 
its  normal  position  at  the  end  of  the  cross  rail  to  the  edge  of 
a  piece  66  per  cent,  of  the  diameter  of  the  table.  (This  ap- 
proximation can  be  used  for  the  ordinary  run  of  work.  If, 
however,  a  piece  is  being  machined  that  is  disproportionate 
to  the  size  of  the  machine  the  time  for  rapid  travel  should  be 
taken  that  relates  to  the  particular  operation.)  The  test  finger 
being  in  place  the  table  is  started  and  the  concentricity  of  the 
piece  is  tested  and  the  table  stopped.  By  adjusting  the  proper 
jaws,  if  the  work  does  not  run  true,  the  piece  is  brought  more 
nearly  concentric  with  the  table  and  its  condition  is  again 
examined  by  starting  the  table  and  testing  with  the  test  finger. 
This  operation  is  repeated  until  the  piece  runs  true.  Then  all 
the  jaws  are  tightened,  the  chuck  wrench  is  removed  to  the  tool 
stand  and  the  test  finger  is  taken  from  the  tool  post. 

Ordinarly  the  finger  test  for  concentricity  of  work  does  not 
have  to  be  repeated  more  than  three  times  for  work  on  boring 
mills  up  to  the  42-inch  size  and  not  more  than  four  times  in  the 
case  of  larger  mills.  These  limits  were  employed  in  the  com- 
pilation of  the  time  table,  Table  12,  where  the  unit  times 
allowed  for  the  repetition  of  the  finger  tests  are  included  in  the 
totals  for  the  various  sizes  of  machines.  The  number  of  tests 
for  which  time  is  provided  should  be  ample  for  a  skilled  work- 


—  110- 
man  to  true  up  the  work.  Table  12  itemizes  the  operations 
necessary  to  true  up  a  casting  or  smooth  forging  that  does  not 
require  very  accurate  setting,  while  Table  12 A  gives  the  time 
required  to  tighten  the  chuck  jaws  on  the  work  and  lists  all 
elementary  operations,  with  their  allowed  unit  times,  for  so 
doing. 

TABLE   f2 

DETAIL  TIME  OF  OPERATION  TO  MAKE  PIECE  RUN  TRUE  IN  CHUCK  JAWS 
GISHOLT  BORING  MILLS 


Size  of  j? 

Machine  ii 

i  Inches 

30 

36 

42 

60 

84 

Number  of  jaws  tightened  on 
piece  after  landing*  

1.  Pick  up  wrench,  tighten  jaws 
on   piece    and    lay    wrench 
down  (Table  12A)  

1 
0  44 

1 
0.49 

2 
0.54 

2 
0.80 

2 

2.    Rapid   travel    head    (to   use 
head  as  rest  to  test  true- 
ness)  

0.43 

0.38 

0.48 

0.40 

3    Put  finger  in  post  f 

0  22 

0  23 

0  24 

0  27 

4.  Start  table  test  for  trueness 
(with  chalk)  and  stop  table 
5.  Set  piece   true  by  adjusting 
jaws 

0.35 
0  22 

0.39 
0  25 

0.43 

0  28 

0.45 
0.60 



6.  Repeat  item  4                 ... 

0  25 

0.28 

0.30 

0.45 

7    Repeat  item  5 

0  22 

0  25 

0  28 

0  60 

8    Repeat  item  4 

0  25 

0  28 

0  30 

0  45 

9    Repeat  item  5 

0  60 

10    Repeat  item  4 

0.45 

11.  Tighten    all   jaws    tight    and 
remove     wrench     to     tray 
(Table  12A) 

0  31 

0  49 

0.55 

0.72 

12    Remove  finger  from  post 

0  11 

0  12 

0  13 

0  16 

13.  Rapid    travel    head    over    to 
one  side 

0  43 

0  38 

0  48 

0  40 

Total             

3.23 

3.54 

4.01 

6.35 

Tools  required:  Chuck  jaw  wrench. 

*  Number  of  jaws  indicated  are  those  that  are  tightened  on  the  piece  as  soon  as  it  has  been  ar- 
ranged in  place. 

t  Usually  this  indicating  finger  is  a  very  small  device  consisting  of  a  piece  of  wood  with  a  nan 
driven  into  the  end  so  that  when  the  head  of  the  boring  mill  is  moved  over  this  nail  is  in  such  a  posi- 
tion that  it  can  be  used  as  an  indicator  to  test  the  trueness  of  the  piece.  It  is  evident  that  anything 
that  will  present  a  sharp  point  to  the  work  will  do  just  as  well. 

Obviously,  there  are  many  ways  of  holding  the  work  securely 
on  the  tables  of  boring  mills,  the  most  common  one  being  the 
use  of  three-  or  four-jawed  chucks.  Tables  12  and  12 A  give 
detailed  times  for  the  operation  of  the  type  of  chucks  illus- 


trated  in  Figs.  42  and  43,  Chapter  VIII.  In  most  cases  the 
use  of  chuck  jaws  are  limited  to  cylindrical  pieces  that  will 
allow  the  jaws  to  get  a  grip.  However,  in  a  modern  boring 
mill  the  chucks  are  usually  of  substantial  design  and  are 

TABLE   12A 

DETAIL  TIME  OF  OPERATION  TO  TIGHTEN  JAWS  ON  WORK 
GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  I 

Machine  ii 

i  Inches 

30 

36 

42 

60 

84 

Number  of  jaws  tightened  on 
piece  after  landing  

1 

1 

2 

2 

2 

1.  Pick  up  wrench,  tighten  jaws 
on  piece  and  lay  wrench 
down 

0  44 

0  49 

0  59 

0  80 

2.  Tighten  all  jaws  tight  and  re- 
move wrench  to  tray  

0.31 

0.49 

0.55 

0.72 

.  .  ^  

Total  time  for  tightening  

0.75 

0.98 

1.  14 

1.52 

Tools  required:  Chuck  jaw  wrench. 

convenient  for  a  wide  variety  of  work.  On  some  of  the  older 
types  of  mills,  on  the  other  hand,  the  work  must  be  held  by 
straps,  clamps  and  bolts.  The  heads  of  the  bolts  enter  T- 
slots  in  the  table.  Furthermore,  besides  the  clamps,  it  is 
necessary  to  set  stops  to  prevent  the  work  from  moving,  so  that 
additional  time  is  required  to  clamp  the  work  securely  in 
position.  Even  op  the  modern  mills  fitted  with  chucks  certain 
pieces  sometimes  require  straps  or  clamps  and  stops  in  addi- 
tion to  the  gripping  action  of  the  chuck  jaws,  for  which  addi- 
tional time  must  be  provided. 


CHAPTER  X 

SETTING  TOOLS  AND  MANIPULATING  BORING  MILL  TO   START  CUTS 

WHEN  the  preparatory  operations  of  landing  the  work 
on  the  boring-mill  table  and  the  manipulation  required 
to  set  the  piece  to  run  true  and  to  secure  it  in  the  machine 
have  been  performed,  then  the  tools  have  to  be  set  and  the 
machine  manipulated  before  commencing  the  actual  operation 
of  removing  metal.  If  several  cuts  have  to  be  taken  or  if  the 
machining  of  more  than  one  surface  is  called  for,  the  setting  of 
tools  and  the  manipulation  of  the  machine  may  occur  several 
times,  also  the  removal  of  tools,  with  machining  operations 
interspersed.  In  the  actual  performance  of  the  complete 
machine  operation  the  sequence  of  fundamental  operations 
has  to  be  strictly  adhered  to,  but  in  presenting  elementary  time 
tables  by  which  the  rate  for  the  various  fundamental  operations 
may  be  set,  it  is  advisable  to  deviate  considerably  from  the 
schedule  of  operations,  particularly  as  all  of  the  fundamental 
operations  which  may  be  performed  on  the  machine  need  not 
be  necessary  for  a  particular  piece  of  work,  or  the  order  in 
which  the  fundamental  .operations  are  performed  may  differ. 
Elementary  time  tables  covering  the  rate  at  which  tools  should 
be  set  and  removed  and  for  the  manipulation  of  the  machine 
previous  to  starting  cuts  for  Gisholt  boring  mills  from  30  to 
84  inches  in  size  will  be  presented  collectively,  for  this  reason, 
even  though  the  removal  of  metal  takes  place  between  the 
fundamental  operations  of  setting  tools  and  manipulating  the 
machine  for  the  various  cuts. 

The  workman  is  assumed  to  be  at  the  operating  position 
at  the  end  of  the  rail  before  beginning  each  operation  and  he 
procures  both  the  tool  and  the  tool  post  wrench  from  the  tool 
stand  at  the  same  time.  He  inserts  the  tool  for  the  first  cut 
in  the  post,  tightens  the  set  screw  and  returns  the  wrench  to  the 
tool  stand  These  are  acts  common  to  all  tool  setting  operations, 
irrespective  of  the  type  of  tool  or  the  surface  machined,  are 
somewhat  more  complicated  in  the  case  of  the  finishing  tools, 
or  if  the  tool  is  placed  in  the  left-hand  head  of  the  larger  boring 
mills  (42-,  60-  or  84-inch) — the  head  to  the  left  of  the  workman 


—  113  — 

as  he  stands  in  front  and  faces  the  machine — an  additional 
time  allowance  should  be  made.  Ordinarily  the  tools  are  used 
in  the  right-hand  head  and  the  operations  of  setting  the  tools 
in  the  left-hand  head  are  identical,  but  the  workman  has  to 
traverse  a  somewhat  greater  distance  to  place  the  tools  in  the 
left-hand  head.  In  the  case  of  finishing  tools,  more  adjustment 
of  tool  is  necessary  than  when  setting  a  roughing  tool.  The 
detailed  operations  and  unit  times  for  the  various  acts  in  setting 
tools  for  the  different  sizes  of  mills  are  itemized  in  Tables  13, 
13-0,  13-^,  i3-c,  13  A,  i^A-a,  i^A-b  and 


TABLE  13 

SETTING  TOOLS  IN  TOOL  POST  AND  TIGHTENING  FOR  ROUGHING  CUT  ON  OUTSIDE 
DIAMETER — ROUND-NOSE  TOOL  IN  RIGHT-HAND  HEAD 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30 

36 

42 

60 

84 

1.  Obtain  tool  and  wrench  from 
stand 

Time  in  Minutes 

0.060 
0.040 
0.  140* 
0.035 

0.060 
0.042 
0.210f 
0.040 

0.065 
0.045 
0.210f 
0.045 

0.080 
0.055 
0.210f 
0.055 

0.090 
0.060 
0.210f 
0.070 

2.  Put  tool  in  post  

3    Tighten  /^-in  set  screw 

4.  Remove  wrench  to  stand     .  .  . 
Total  time  to  set  tool  

0.28 

0.35 

0.37 

0.40      . 

0.43 

Tools  required:   Open  end  wrench. 

Normal  position  of  man:   At  end  of  cross  rail. 

*  Two  sets  screws  to  tighten, 
t  Three  set  screws  to  tighten. 

TABLE   13-a 

SETTING  TOOLS  IN  TOOL  POST  AND  TIGHTENING  FOR  ROUGHING  CUT  ON  FACE — 
ROUND-NOSE  TOOL  IN  RIGHT-HAND  HEAD 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30 

36 

42 

60 

84 

Total  time  to  set  tool 

Time  in  Minutes 

0.28 

0.28 

0.30 

0.38 

0.36 

NOTE:  The  operations  in  setting  a  roughing  tool  for  a  facing  cut  are  the  same  as  those  in  setting 
it  for  a  cut  on  an  outside  diameter,  as  given  in  Table  13,  with  the  exception  that  only  two  set  screws 
are  tightened  in  the  tool  post. 


—  114  — 
TABLE   13-6 

SETTING  TOOL  IN  TOOL  POST  AND  TIGHTENING  FOR  ROUGHING  CUT  ON  OUTSIDE 
DIAMETER — ROUND-NOSE  TOOL  IN  LEFT-HAND  HEAD 

GISHOLT  BORING  MILLS 


Size  of  Machine  in  Inches 

42 

60 

84 

1 .  Time  for  setting  tools  as  in  Table  13 

2.  Additional  time  required  to  walk  to  left  of  machine 

and  return 

Total  time  required  to  set  tool 


Time  in  Minutes 

0.365 

0.400 

0.430 

0.096 

0.110 

0.160 

0.46 

0.51 

0.59 

Tools  required:   Open  end  wrench. 

Normal  position  of  man:  At  end  of  cross  rail. 

TABLE   13-c 

SETTING  TOOLS  IN  TOOL  POST  AND  TIGHTENING  FOR  ROUGHING  CUT  ON  FACE — 

IN  LEFT-HAND  HEAD 

GISHOLT  BORING  MILLS 


Size  of  Machine  in  Inches 


42 


60 


84 


1.  Time  for  setting  tool  as  in  Table  13-a  

Time  in 

Minutes 

0 
0 

295 
096 

0. 
0. 

330 
110 

0.360 
0.160 

2.  Additional  time  required  to  walk  to  left  side  of 
machine  and  return  

Total  time  for  setting  tool 

0 

39 

0. 

44 

0.52 

NOTE:  The  operations  for  setting  tools  in  the  left-hand  head  of  the  various  machines  are  the 
same  as  for  setting  them  in  the  right-hand  head.  The  workman,  however,  has  a  longer  distance  to 
walk  from  the  tool  stand  to  the  head  and  return,  necessitating  an  additional  time  allowance. 

If  roughing  tools  are  used  in  both  the  right-hand  and  left- 
hand  heads  no  time,  as  a  rule,  should  be  allowed  for  the  setting 
of  the  second  roughing  tool  when  preparing  the  instruction  card. 
This  second  tool  should  be  placed  in  the  tool  post  after  the  ma- 
chine has  been  started  and  after  the  first  tool  is  actually  engaged 
in  removing  metal.  An  exception  to  this  practice  may  be 
permitted  if  considerations  of  safety  require  the  workman  to 


—  115  — 

stop  the  machine  while  he  is  performing  the  operation  "put 
tool  in  post  and  tighten  set  screw."  In  this  event  time  should 
be  allowed  for  stopping  and  starting  the  machine,  but  none  for 
procuring  the  wrench  and  tool  nor  for  removing  the  wrench 
to  the  stand  after  the  second  tool  is  set  in  place. 

TABLE   13A 

SETTING  TOOLS  IN  TOOL  POST  AND  TIGHTENING  FOR  FINISHING  CUT  ON  OUTSIDE 
DIAMETER — SQUARE  NOSE  TOOL  IN  RIGHT-HAND  HEAD 

GISHOLT  BORING  MILLS 


Details  of  Operation 

1.  Obtain  tool  and  wrench  from  stand  . 
2.  Put  tool  in  post  with  cutting  edge 
against  work 

Size  of  Machine  in  Inches 

30 

36            42 

60 

84 

Time  in  Minutes 

0.060 

0.140 
0.140* 
0.040 

0.190 
0.170 

0.190 
0.  140* 
0.035 

0.060 

0.150 
0.210f 
0.040 

0.190 
0.170 

0.190 
0.210 
0.040 

0.065 

0.160 
0.210f 
0.040 

0.190 
0.180 

0.190 
0.210 
0.045 

0.080 

0.190 
0.210f 
0.050 

0.200 
0.190 

0.200 
0.210 
0.055 

0.090 

0.230 
0.210f 
0.070 

0.210 
0.200 

0.210 
0.210 
0.070 

3.  Tighten  lightly  %-in.  set  screws  .... 
4.  Set  head  back  for  clearance  

5.  Start  table,  test  tool  for  bearing  and 
stop  table  .       .  . 

6.  Adjust  tool  to  bearing  

7.  Start  table,  test  tool  for  bearing  and 
stop  table  

8.  Tighten  firmly  %-in.  set  screws  
9.  Remove  wrench  to  tray  

Total  time  to  set  tool  

1.11 

1.26 

1.29 

1.39 

1.50 

*  Two  set  screws  to  tighten, 
t  Three  set  screws  to  tighten. 


TABLE    l3A-a 


SETTING  TOOLS  IN  TOOL  POST  AND  TIGHTENING  FOR  FINISHING  Cur  ON  FACE 
— SQUARE  NOSE  TOOL  IN  RIGHT-HAND  HEAD 

GISHOLT  BORING  MILLS 


• 

Total  time  to  set  tool  

Size  of  Machine  in  Inches 

30 

36 

42 

60 

84 

Time  in  Minutes 

1.11 

1.12 

1.15 

1.25 

1.36 

NOTE:  The  operations  in  setting  a  finishing  tool  for  a  facing  cut  are  the  same  as  those  in  setting 
it  for  a  cut  on  an  outside  diameter,  as  given  in  Table  13 A,  with  the  exception  that  only  two  set 
screws  are  tightened. 


—  116  — 
TABLE    l3A-b 

SETTING  TOOL  IN  TOOL  POST  AND  TIGHTENING  FOR  FINISHING  CUT  ON  OUTSIDE 
DIAMETER — SQUARE  NOSE  FINISHING  TOOL  IN  LEFT-HAND  HEAD 

GISHOLT  BORING  MILLS 


. 

Size  of  Machine  in 
Inches 

42 

60 

84 

1.  Time  for  setting  tool  as  in  Table  134  
2.  Additional  time  required  to  walk  to  left  side  of  ma- 
chine and  return 

Time  in  Minutes 

1.290 
0.096 

1.385 
,0.110 

1.500 
1.160 

Total  time  for  setting  tool 

1.39 

1.50 

1.66 

TABLE   ISA-c 

SETTING  TOOL  IN  TOOL  POST  AND  TIGHTENING  FOR  FINISHING  CUT  ON  FACE — 

LEFT-HAND  HEAD 

GISHOLT  BORING  MILLS 


Size  of  Machine  in 
Inches 

42 

60 

84 

1.  Time  for  setting  tool  as  in  Table  134  -a  

Time  in  Minutes 

1.150 
0.096 

1.245 
0.110 

1.360 
0.160 

2.  Additional  time  required  to  walk  to  left  side  of  ma- 
chine and  return  

Total  time  for  setting  tool  

1.25 

1.36 

1.52 

The  operation  item  "obtain  tool  and  wrench  from  stand " 
may  be  combined  in  the  instruction  card  with  the  final  element 
of  the  operation  of  squaring  and  levelling  work,  as  the  workman 
removes  his  tools  for  that  operation  to  the  tool  stand.  In  such 
event  the  time  allowed  on  the  instruction  card  for  the  final 
element  of  squaring  and  levelling,  and  for  the  unusual  element 
for  squaring  the  tool  should  be  one  half  the  sum  of  the  times 
for  these  two  operation  items  as  given  on  the  tables  of  the 


—  117  — 

respective  operations.  However,  unless  parts  are  made  in 
large  quantities,  the  saving  in  time  by  eliminating  a  few  ele- 
ments from  the  fundamental  operations  is  not  good  practice. 
Rather  than  eliminate  such  elements,  it  would  be  better  to 
build  up  fundamental  operation  tables  for  the  more  special 
conditions,  provided,  of  course,  there  was  sufficient  call  for 
such  tables.  It  depends  upon  whether  the  special  tables  would 
be  used  sufficiently  often  to  warrant  their  compilation. 

When  setting  square  nose  finishing  tools  the  tool  is  placed  in 
the  tool  post  with  its  cutting  edge  against  the  work  and  two 
of  the  tool  post  screws  are  tightened  lightly  against  it  The 
tool  is  then  ratcheted  back  about  -£%  inch  to  provide  clearance 
and  the  machine  is  started  to  test  the  bearing  of  the  tool  on  the 


FIG.  45. — TOOL  FOR  ROUGHING 
CUT  ON  OUTSIDE  DIAMETERS 


FIG.  46. — TOOL  SET  FOR  ROUGH 
FACING  CUT 


work.  If  it  is  not  set  properly,  it  is  adjusted  by  tapping  it 
lightly  while  the  machine  is  running,  or  by  stopping  the  table 
and  making  a  still  greater  adjustment  If  the  table  has  been 
stopped,  it  is  then  re-started  and  the  tool  again  tested  for 
bearing.  If  it  is  now  found  to  be  square  with  the  work  the 
tool-post  set  screws  are  screwed  up  and  the  wrench  is  removed 
to  the  tool  stand.  This  testing  and  adjusting  should  be  re- 
peated as  often  as  may  be  necessary  until  the  tool  is  set  square 
with  the  work.  In  the  following  tables,  however,  allowance 
has  been  made  for  only  one  adjustment,  for  this  should  be 
ample  for  a  skilled  workman. 

If  square  nose  finishing  tools  are  used  in  both  heads  at  the 
same  time — although  this  practice  is  not  to  be  recommended — 
the  time  allowed  should  be  the  total  times  given  in  Tables 
i^A  and  i^A-c  or  i^Aa  and  i$A-b,  inasmuch  as  the  tool 


—  118  — 

cannot  be  set  square  and  the  various  adjustments  made  with 
the  table  in  motion. 

The  operations  of  setting  square  nose  tools  may  be  com- 
bined with  the  final  element  of  the  previous  operation,  as 
has  been  explained  above  for  round  nose  roughing  tools.  If 
this  is  done  the  necessary  deduction  should  be  made  from  the 
tabulated  time  to  cover  the  saving  made  by  combining  the 
several  elements  of  the  two  operations. 

On  completion  of  the  first  cut,  roughing  cut,  the  round-nose 
tool  (Fig.  45)  has  to  be  removed  from  the  tool  post  and  replaced, 
with  the  wrench,  on  the  tool  stand.  A  similar  operation  should 
be  performed  on  the  completion  of  any  other  cut.  The  removal 
of  the  tool  requires  first  the  loosening  of  the  holding  screw, 
the  removal  of  the  tool  from  the  post  and  the  placing  of  the 
tool  and  wrench  on  the  tool  stand.  Elementary  time  tables 
covering  these  operations  for  roughing  and  finishing  tools  in 
either  hand  head,  giving  the  operation  details  and  unit  times, 
are  given  as  Tables  14,  14-^,  \\A  and  \\A-a. 

The  tables  relating  to  the  operation  of  removing  the  tool  from 
the  tool  post  assume  that  the  workman  has  stopped  the  machine 


FIG.  47. — TOOL  FOR  FINISHING 
CUT  ON  OUTSIDE  DIAMETERS 


FIG.  48. — FINISHING  TOOL  SET 
FOR  FACING  CUTS 


from  his  operating  position  at  the  end  of  the  cross  rail.  He 
obtains  a  wrench  from  the  tool  stand,  loosens  the  tool-post 
set  screws  and  removes  both  wrench  and  tool  to  the  stand. 

Ordinarily  tools  are  used  in  the  right-hand  head  only  of  double 
head  machines.  If,  however,  the  left-hand  head  is  not  used  the 
workman  will  have  to  traverse  a  greater  distance  between  the 
tool  stand  and  the  head.  This  additional  travel  taken  into 
account  in  Tables  \\-a  and  \\A-a  and  these  tables  should  be 
used  in  preparing  an  instruction  card  to  cover  this  situation. 


—  119  — 

If  tools  are  used  in  both  heads,  the  time  allowed  on  the 
card  should  be  the  same  as  the  times  allowed  in  Tables  14  or 
14^,  and  14-0  or  \\A-a,  if  the  workman  is  to  remove  the  two 
tools  separately  to  the  stand.  If,  however,  he  is  to  remove 
the  tool  from  one  head  and  carry  it  and  the  wrench  to  the 
other  head,  remove  the  second  tool  and  then  transfer  both 
tools  to  the  tool  stand  at  the  same  tme,  strictly  speaking,  a 
deduction  should  be  made  of  items  I  and  3  of  Table  14,  inas- 
much as  these  items  will  appear  but  once.  In  practice  the  time 
expending  in  making  these  deductions  does  not  usually  warrant 
taking  them  into  account.  If  there  is  much  use  for  such  funda- 
mental tables  they  should  be  made  up.  A  detailed  instruction 
card  covering  this  operation  for  a  42-inch  mill  will  be  as  follows : 

Time 
in  Minutes 

1.  Obtain  wrench  from  stand  (Item  1,  Table  14) 0. 060 

2.  Loosen  (3)  %-inch  set  screws,  right-hand  head  (Item  2,  Table  14) ..     0. 150 

3.  Move  to  left-hand  head  (Y2  of  Item  2,  Table  14A) 0.048 

4.  Loosen  (3)  %-inch  set  screws,  left-hand  head  (Item  2,  Table  14) ....     0. 150 

5.  Return  tools  and  wrench  to  stand  (l/%  Item  2,  Table  14A,  plus  Item  3, 

Table  14) 0.098 


Total  time  for  removing  both  tools 0.  506 

An  exception  to  the  rule  for  allowing  additional  time  for  the 
removal  of  the  second  tool  is  made  in  those  cases  where  the  two 
tools  are  so  far  apart  in  their  cuts  that  there  is  ample  time  to 
remove  the  first  tool  before  the  second  one  has  finished  its  cut. 
In  this  event  the  workman  will  move  the  head  back  from  the 
work  while  the  machine  is  in  motion  as  soon  as  the  first  tool 
reaches  the  end  of  its  cut  and  removes  that  tool.  No  allowance 
need  be  made  for  this  operation. 

TABLE  14 

LOOSEN  AND  REMOVE  SQUARE  AND  ROUND  NOSE  TOOLS  SET  FOR  CUTS  ON  OUT- 
SIDE DIAMETERS — RIGHT-HAND  HEAD 

GISHOLT  BORING  MILLS 


Size  of  Machine  in  Inches 


.uetaiis  01  uperauon 

30 

36 

42 

60 

84 

1  .  Obtain  wrench  from  stand  

Time  in  Minutes 

0.050 
0.100* 
0.040 

0.050 
0.  150f 
0.045 

0.060 
O.lSOf 
0.050 

0.070 

o.isot 

0.060 

0.080 
0.  150f 
0.080 

2.  Loosen  %-in.  set  screws  

3.  Remove  tool  and  wrench  to  stand..  . 
Total  time  to  remove  tool  

0.19 

0.25 

0.26 

0.28 

0.31 

*  Two  set  screws  to  loosen. 


t  Three  set  screws  to  loosen. 


—  120  — 
TABLE  14-a 

LOOSEN  AND  REMOVE  SQUARE  AND  ROUND  NOSE  TOOLS  SET  FOR  CUTS  ON  OUT- 
SIDE DIAMETERS — LEFT-HAND  HEAD 

GISHOLT  BORING  MILLS 


Size  of  Machine  in 
Inches 


42 


60 


84 


1. 

12. 

Time  for  removing  tool  as  in  Table  14 

Time  in  Minutes 

0 
0 

260 

096 

0.280 
0.110 

0.310 
0.160 

Additional  time  required  to  walk  to  left  of  machine 
and  return 

Total  time  for  removing  tool.  . 

0 

36 

0  3Q 

0  47 

TABLE   144 

LOOSEN  AND  REMOVE  SQUARE  AND  ROUND  NOSE  TOOLS  SET  FOR  CUTS     ON 
FACE — RIGHT-HAND  HEAD 

GISHOLT  BORING  MILLS 


Total  time  to  remove  tool 

Size  of  Machine  in  Inches 

30 

36 

42 

60 

84 

Time  in  Minutes 

0.19 

0.20 

0.21 

0.23 

0.26 

NOTE:    The  operations  for  removing  tools  set  for  a  cut  on  face,  from  the  tool  post  are  the  same  as 
for  a  tool  set  for  a  cut  on  an  outside  diameter,  excepting  that  there  are  but  two  set  screws  to  loosen. 


TABLE   14A-a 

LOOSEN  AND  REMOVE  SQUARE  AND    ROUND    NOSE  TOOLS    SET  FOR  CUTS  ON 
FACE — LEFT-HAND  HEAD 

GISHOLT  BORING  MILLS 


Size  of  Machine  in 
Inches 

42 

60 

84 

Time  in  Minutes 

1. 

2. 

Time  for  removing  tools  as  in  Table  14A 

0.210 
0.096 

0.230 
0.110 

0.260 
0.160 

Additional  time  required  to  walk  to  left  side  of  ma- 
chine and  return  

Total  time  to  remove  tool  

0.31 

0.34 

0.42 

NOTE:  The  operations  for  removing  tools  from  the  left-hand  head  of  the  various  machines  are 
the  same  as  for  removing  them  from  the  right-hand  head.  The  workman,  however,  has  a  longer 
distance  to  walk  from  the  tool  stand  to  the  head  and  return,  necessitating  an  additional  time  allow- 
ance. 


—  121  — 

Though  the  foregoing  operations  cover  the  actual  setting 
of  the  tool  in  the  tool  post,  considerable  manipulation  of  the 
boring  mill  is  required  before  the  tool  can  be  set  for  depth  of 
cut  or  the  act  of  machining  actually  started.  For  instance,  the 
motor  of  the  machine  has  to  be  started  or  stopped,  also  the 
boring-mill  table,  possibly  the  speed  or  the  feed  gears  have  to 
be  changed  and  in  all  cases  the  turret  head  has  to  be  locked  or 
unlocked.  These  fundamental  operations  with  the  time  re- 
quired for  each  are  listed  in  Table  15,  including  the  time  for  the 
incidental  elementary  acts.  The  turret  heads  also  have  to 


FIG.  49. GISHOLT    BORING   MILL 


be  manipulated  prior  to  the  starting,  of  a  cut.  For  boring  mills 
of  the  30,  36-  and  42-inch  types,  the  turret  heads  have  to  be 
loosened,  revolved  and  tightened — unit  times  for  which  acts 
are  given  in  Table  15^,  and  also  the  total  time  required  for 
revolving  the  turret  heads  for  the  three  types  of  boring  mills. 
The  ram  head  of  3<>inch  mills  are  moved  by  hand  levers — see 
Table  \$A-a — but  the  ram  heads  of  larger  types  of  boring 
mills  are  moved  by  power  through  the  manipulation  of  certain 
levers) — see  Table  15^-^  and  Fig.  49. 


—  122  — 

TABLE    15 

MACHINE  MANIPULATION 
GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in 
Inches 

42 

60 

84 

Start  Motor— 
1  .  Walk  to  motor  

Time  in  Minutes 

0.050 
0.060 

0.060 
0.060 

0.070 
0.060 

2.  Start  motor  by  controller  

Total  time  for  starting  motor  

0.11 

0.050 
0.030 

0.12 

0.060 
0.030 

0.13 

0.070 
0.030 

Stop  Motor  — 
1.  Walk  to  controller.  .  . 

2.  Stop  motor  by  controller  

Total  time  for  stopping  motor  

0.08 
0.04 
0.04 

0.050 
0.100 
0.030 

0.09 
0.04 
0.04 

0.060 
0.130 
0.030 

0.10 
0.04 
0.04 

0.070 
0.130 
0.030 

Start  Table— 
1.  Start  table  

Stop  Table  — 
1.  Stop  table  

Change  Speed  Gears  — 
1.  Walk  to  speed  change  levers 

2.  Change  speed    .                       .... 

3.  Return  to  operating  position  

0.18 

0.050 
0.070 
0.030 

0.22 

0.060 
0.070 
0.030 

0.23 

0.070 
0.070 
0.030 

Change  Feed  Gears  — 
1.  Walk  to  feed  box 

2.  Change  position  of  feed  box*      

3.  Return  to  operating  position   

Total  time  to  change  feed  

0.15 

0.16 

0.17 

i 

Locking  and  Unlocking 
Head 

Size  of  Machine  in  Inches 

30 

36 

42 

60 

84 

1.  Tighten    set    screws    to    lock    head 
against  vertical  movement            .... 

0.110 
0.110 

0.110 
0.110 

0.110 
0.110 

0.120 
0.120 

0.140 
0.140 

2.  Loosen  set  screws  to  unlock  head.  .  . 

*  If  both  feed  levers  are  to  be  manipulated,  0.04  minute  should   be  added  to  the  totals  for  each 
manipulation  of  lever  L. 


—  123  — 


TABLE    15A 

MANIPULATE  TURRET  HEAD — LOOSEN,  REVOLVE  TURRET  AND  TIGHTEN 
GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in 
Inches 

30 

36 

42 

Time  in  Minutes 

1    Loosen  clamping  lever             .            

0.03 
0.'03 

0.03 
6.'  03 

0.03 

2.  Hold  down  locking  lever  
3    Revolve  turret              

4    Release  locking  lever  

5    Raise  locking  pin  lever 

6    Revolve  and  set  turret  



0.94 

7    Clamp  locking  pin  lever 

8    Tighten  clamping  lever 

0.03 

0.03 

0.03 

Total  time  for  revolving  turret  .  . 

0.09 

0.09 

0.10 

TABLE   l5A-a 

MANIPULATE  LEVERS  TO  TRAVEL  RAM  HEAD  BY  HAND  FOR  30-iNCH  MACHINE 
GISHOLT  BO'RING  MILLS 


1  .  Procure  wrench  from  tool  stand  
2.  Place  crank  on  screw  
3  Crank  head  in  or  out  column  B  below 

0.040 
0.020 

Note:  A  +  B  =  C, 
the    desired    dis- 
tance that  the  ram 

4  Remove  crank  from  screw 

0  050 

head     is     to     be 

Total  handling  time 

0  110 

(See  Col.  A  below)* 

Tnf  al 

Distance 
of 
Travel  in 
Inches 

Handling 
Time 

Time 
for 
Horizontal 
Travel 

Horizontal 
Travel  and 
Handling 
Time 

Time 
for 
Vertical 
Travel 

Vertical 
Travel  and 
Handling 
Time 

A 

B 

C 

1 

0.110 

0.090 

0.200 

0.040 

0.150 

2 

0.110 

0.105 

0.215 

0.045 

0.155 

3 

0.110 

0.130 

0.240 

0.050 

0.150 

4 

0.110 

0.165 

0.275 

0.060 

0.170 

5 

0.110 

0.200 

0.310 

0.065 

0.175 

6 

0.110 

0.250 

0.360 

0.075 

0.185 

8 

0.110 

0.340 

0.450 

0.095 

0.205 

10 

0.110 

0.440 

0.550 

0.115 

0.225 

12 

0.110 

0.545 

0.655 

0.135 

0.245 

15 

0.110 

0.700 

0.810 

0.170 

0.280 

*  Refer  to  crank  C  in  illustration  of  machine  with  operating  levers  indicated. 

NOTE:  If  the  direction  of  the  travel  is  changed  from  horizontal  to  vertical  or  vice  versa,  0.040 
minute  should  be  added  to  the  above  totals  to  cover  the  changing  of  crank  from  one  screw  to  the 
other. 


—  124  — 


TABLE    15A-6 

MANIPULATE  LEVERS  TO  RAPID  TRAVEL  RAM  HEAD  BY  POWER 
GISHOLT  BORING-  MILLS 


1.  Grasp  handle  F, 
2.  Start  rapid  trav< 
3.  Engage  trip  leve 
4.  Rapid  travel,  se< 
5.  Stop  travel,  thrc 

Total  manipulat 

engage  clu 
3!  handle  E 
r 

tch                                      0  014 

Note:  A  +  B  =  C, 
the    desired     dis- 
tance   the    ram 
head    is    to    be 
moved. 

(See  column  A  below) 

0  008 

0  008 

3  column  E 
w  out  thre 

ion  tirrc 

below     

e  levers  

..    0.030 

o  fin 

36-Inch  Machine 

42-Inch  Machine 

Distance 
of 
Travel 
in 
Miles 

A 

Manip- 
ulating 
Time 

B 
Travel 
Time 
Hori- 
zontal 
or 
Vertical 

C 

Total 
Rapid 
Travel 
Time 

Distance 
of 
Travel 
in 

Miles 

A 

Manip- 
ulating 
Time 

B 
Travel 
Time 
Hori- 
zontal 
or 
Vertical 

C 

Total 
Rapid 
Travel 
Time 

1 
2 
3 
4 
5 
6 
8 
10 
12 
16 

0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 

0.031 
0.062 
0.093 
0.124 
0.155 
0.186 
0.248 
0.310 
0.372 
0.496 

0.091 
0.122 
0.153 
0.184 
0.215 
0.246 
0.308 
0.370 
0.432 
0.556 

1 
2 

3 
4 
5 
6 
8 
10 
12 
16 
20 

0.060- 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 

0.018 
0.037 
0.055 
0.073 
0.092 
0.110 
0.147 
0.183 
0.220 
0.293 
0.367 

0.078 
0.097 
0.115 
0.133 
0.152 
0.170 
0.207 
0.243 
0.280 
0.353 
0.427 

60-Inch  Machine 

84-Inch  Machine 

Distance 
of 
Travel 
in 
Miles 

A 

Manip- 
ulating 
Time 

B 

Travel 
Time 
Hori- 
zontal 
or 
Vertical 

C 

Total 
Rapid 
Travel 
Time 

Distance 
of 
Travel 
in 
Miles 

A 

Manip- 
ulating 
Time 

B 

Travel 
Time 
Hori- 
zontal 
or 
Vertical 

C 

Total 
Rapid 
Travel 
Time 

3 
4 
5 
6 
8 
10 
12 
16 
20 
24 

0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 

0.050 
0.066 
0.083 
0.100 
0.133 
0.167 
0.200 
0.267 
0.333 
0.400 

0.110 
0.126 
0.143 
0.160 
0.193 
0.227 
0.260 
0.327 
0.393 
0.460 

3 
4 
5 
6 
8 
10 
12 
16 
20 
24 
32 
40 

0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 
0.060 

0.050 
0.060 
0.083 
0.100 
0.133 
0.167 
0.200 
0.267 
0.333 
0.400 
0.534 
0.666 

0.110 
0.126 
0.143 
0.160 
0.193 
0.227 
0.260 
0.327 
0.393 
0.460 
0.594 
0.726 

If  direction  of  travel  is  changed,  0.014  minute  should  be  added  to  the  above  travel  times. 

Example:  If  on  a  36-inch  machine  the  head  is  to  be  moved  12  inches  horizontally  and  6  inches 
vertically,  the  time  for  horizontal  travel  would  be  0.432  minute,  and  for  the  vertical  travel  0.106 
plus  0.014  equals  0.120  minute. 


—  125  — 

Various  combinations  of  feeds;  speeds,  etc.,  are  obtained  by 
manipulation  of  the  levers  shown  in  Fig.  49.  These  are  for 
the  operating  tests  at  either  end  of  the  cross  rail  which  are 
the  normal  positions  for  the  workman  in  the  following  tabulation :. 

The  functions  of  the  several  levers  are  as  follows: 

A.  This  lever  controls  the  raising  and  lowering  the  cross 
rail,  Fig.  49.  It  is  used  in  connection  with  lever  I. 

E.E.  These  levers  are  used  to  engage  the  feed  for  either  the 
vertical  or  horizontal  heads.  They  are  also  used  for  reversing 
and  stopping  the  feeds. 

F.  This  lever  controls  the  table  speeds  through  sliding  gears 
on   the    headstock.     The   three    positions    of  the    lever    make 
available  three  speeds.     The  forward  position  gives  the  medium 
table  speed;   the  middle  position  gives  the  fast  speed;  the  back 
position  gives  the  slow  speed. 

G.  This  lever  controls  the  table  movement.     After  the  motor 
has  been  started  the  table  may  be  started,  stopped  or  moved  a 
fractional  part  of  a  revolution  by  manipulating  this  lever. 

K.L.  These  are  the  feed-change  handles.  There  are  five 
positions  for  lever  K,  while  lever  L,  which  operates  the  back 
gears  has  only  two  positions. 

H.H.  These  are  the  rapid  traverse  levers  for  controlling  all 
movements  of  the  head.  Manipulating  either  one  automatic- 
ally disengaged  all  feeds  and  moves  the  heads  rapidly  in  the 
desired  direction.  Releasing  the  levers  stops  the  rapid  travel 
and  causes  the  feed  to  resume  operating.  These  levers  are  not 
found  on  the  30-  or  36-inch  machines. 

C.C.  These  are  the  hand  cranks  for  moving  the  heads  when 
it  is  not  desirable  or  necessary  to  use  the  rapid  travel  machine. 
They  supply  the  only  means  of  moving  the  heads  on  the  30 
and  36-inch  machines. 

B.D.  These  refer  to  the  vertical  and  horizontal  feed-trip 
dials  on  either  end  of  the  rail.  They  automatically  disengage 
the  feed  at  any  predetermined  point  and  at  the  end  of  the 
rail  or  of  the  down-slide  traverse. 

M.  This  refers  to  the  micrometer  index  dials  on  both  feed 
screws. 

Continual  use  will  be  made  of  items  "starting  table,"  "locking 
and  unlocking  head"  in  compiling  the  tables  of  "manipulating 
machines  to  set  tool  for  depth  and  start  cut."  On  the  other 
hand,  "starting  and  stopping  motor"  and  "change  speed  and 
feed  gears"  are  not  put  in  such  use  in  the  combined  tables. 

The  driving  motor  of  the  machine  can  be  started  and  allowed 
to  run  continuously  while  the  machine  is  in  use,  although 


-126  — 

it  is  advisable  to  stop  it  when  handling  and  removing  the  work. 
As  this  time  of  starting  and  stopping  will  only  be  required  once 
or  twice  for  a  piece  it  should  be  taken  care  of  in  the  preparation 
allowances.  The  changing  of  speed  and  feed  gears  can  be  done 
during  the  machining  time,  so  no  account  need  be  taken  of  the 
time  required  for  these  movements. 

It  is  customary — at  least  on  any  finish  cut — to  caliper,  gage 
or  measure  cut  diameters,  or  other  dimensions,  preparatory 
to  commencing  the  actual  removal  of  metal  (the  working  cut). 
This  necessitates  short  trial  cuts  to  provide  gaging  surfaces,  the 
time  to  take  which,  for  convenience,  is  allowed  and  provided 
for  in  the  machining  time.  That  is,  if  a  cut  of  a  certain  length 
has  to  be  made  a  suitable  trial  cut  or  series  of  trial  cuts  for 
measuring  purposes  are  considered  as  additional  to  the  necessary 
working  cut  and  the  machining  time  should  be  calculated  to 
include  the  time  consumed  for  the  trial  cuts.  The  actual 
calipering,  or  gaging,  may  be  performed  by  different  methods 
and  by  numerous  instruments,  but  typical  of  calipering  time 
requirements  are  those  for  setting  and  trying  of  the  ordinary 
hand  and  beam  calipers  given  in  Tables  16  and  \6-a.  These 
tables  are  based  on  the  assumption  that  when  a  caliper  trial  is 
made,  the  calipers  are  carried  to  the  machine  during  the  machin- 
ing process  and  held  in  the  hand  while  the  machine  is  running, 
so  no  time  is  allowed  to  take  the  calipers  to  or  from  the  boring 
mill. 

TABLE   16 

SETTING  CALIPERS  TO  SCALE 
GISHOLT  BORING  MILLS 


Details  of  Operation 

Dimensions  Calipers  Are  Set  To,  in  Inches 

5 

10 

15 

20 

25 

30 

36 

40 

45 

Time  in  Minutes 

1.  Pick  up  and  take  calipers  12  feet. 
2.  Set  calipers  by  steel  scale  

0.10 
0.44 

0.10 

0.10 
0.52 

0.10 

0.10 
0.64 

0.10 

0.10 
0.72 

0.10 

0.23 

0.24 

0.27 

0.32 

0.37 

3.  Return  calipers  to  stand  12  feet 
away  

Total  time  to  set  calipers  

0.23 

0.24 

0.27 

0.32 

0.37 

0.64 

0.72 

0.84 

0.92 

NOTE:  Up  to  15  inches  the  calipers  and  scale  are  held  in  the  hands;  above  15  inches  and  up  to 
25  inches  the  scale, is  laid  flat  on  the  stand  or  machine  table:  up  to  25  inches  hand  calipers  are  used. 
Above  25  inches  beam  calipers  are  used  and  it  is  supposed  that  a  platen  of  some  kind  is  at  hand 
within  12  feet,  where  a  scale  of  sufficient  length  can  be  laid  flat  to  set  the  beam  calipers  for  dimensions 
greater  than  25  inches. 


—  127  — 
TABLE   16-a 
TRY  CALIPERS  ON  WORK 
GISHOLT  BORING  MILLS 

Operation:     Try  calipers  on  work  in  a  horizontal  position. 
Tools:     Calipers. 

|  Dimensions  Calipers  Are  Set  To,  in  Inches 


uetaiis  01  operation 

i- 

10 

15 

20 

25 

30 

35 

40 

45 

Time  in  Minutes 


1.  Trying  calipers  on  roughing  cuts. 
Total  time  
2.  Trying  calipers  on  finishing  cuts: 
Total  time 

0.19 
0  19 

0.19 
0  19 

0.20 
0  21 

0.21 
0  22 

0.22 
0  25 

0.23 
0  ?8 

0.25 
0  S? 

0.28 
0.36 

0.32 
0.41 

Tools :     Hand  calipers  up  to  25  inches,  beam  calipers  for  larger  dimensions  and 
graduated  scale. 

In  trying  (calipering)  diameters  of  cuts  it  is  assumed  that  the 
workman  takes  the  calipers  to  the  machine,  stops  the  mill  and 
then,  with  the  calipers  on  the  cut,  tries  setting  the  cut  deeper 
or  shallower  or  allowing  it  to  remain  as  it  is,  as  may  be  required. 
The  width  of  the  trial  cut  for  30-  and  36-inch  mills  is  taken  as 
%  inch;  for  42-inch  machines,  ^f6  inch;  for  6o-inch  boring  mills, 
%  inch,  and  for  mills  of  the  84-inch  type,  ]4  inch. 

In  practice,  such  width  of  surface  is  turned  on  the  work,  the 
machine  is  stopped  and  the  work  calipered.  The  necessary  ad- 
justment of  the  tool  is  made  to  obtain  the  right  dimension 
and  the  work  is  again  turned  and  calipered.  With  roughing 
tools  on  machines  of  the  36-inch  size,  two  such  trials  are  usually 
sufficient  to  catch  the  correct  diameter;  on  larger  machines 
three  trials  are  usually  enough.  With  finishing  tools  two  trials 
are  considered  sufficient  for  all  sizes  of  machines.  These  num- 
bers of  trials  are  the  basis  on  which  the  tables  have  been 
prepared. 

The  time  required  for  starting  a  cut  on  any  piece  of  work 
depends  upon  several  factors,  among  them  being  the  diameter 
of  the  piece,  the  shape  of  the  piece,  the  size  and  shape  of  the 
tool,  the  nature  of  the  material  and  quality  (hardness  or  dif- 
ficulty in  cutting)  of  the  material.  These  factors  are  accounted 
for  by  considering  that  the  length  of  run  of  the  tool,  that  is, 
the  distance  that  the  tool  must  traverse  across  the  piece  that  is 
being  machined,  is  somewhat  longer  than  the  actual  length  of 
.the  piece.  This  addition  to  the  length  of  run  ranges  from 


—  128  — 

y^  to  >-2  inch  and  depends  upon  circumstances  and  the  allow- 
ances for  different  conditions. 

There  are,  however,  certain  other  elements  connected  with 
the  setting  and  starting  of  cuts  for  which  definite  time  allowance 
are  made  and  which  are  used  in  compiling  the  elementary  time 
tables.  These  are  starting  and  stopping  the  boring-mill  table, 
the  rapid  travel  of  the  ram  head  and  the  periodic  calipering— 
the  latter,  similar  to  the  calipering  previously  discussed.  The 
sequence  of  the  elements  and  the  allowances  that  are  made  for 
them  either  in  time  or  length  of  run  are  given  in  Tables  17 
to  ijK. 

TABLE  17 

MANIPULATE  MACHINE  TO  SET  ROUND -NOSE  ROUGHING  TOOLS  FOR  DEPTH, 
AND  START  FIRST  CUT  ON  OUTSIDE  DIAMETER 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30 

36 

42 

60 

84 

1.  Rapid  travel  head  over  from  end  of 
rail  (from  normal  position)  
2.  Rapid  travel  head  down  

Time  in  Minutes 

0.31 
0.17 
0.04 
0.18 

* 

0.21 
0.04 
0.17 

* 
0.21 

0.246 
0.215 
0.04 
0.19 

* 

0.22 
0.04 
0.175 

* 
0.22 

0.207 
0.170 
0.94 
0.21 

t 
0.23 
0.04 
0.18 

0.23 
0.04 
0.18 

t 
0.23 
0.04 

0.227 
0.193 
0.04 
0.26 

t 
0.28 
0.04 
0.20 

0.28 
0.04 
0.20 

0.28 
0.04 

0.293 
0.26 
0.04 
0.35 

0.42 
0.04 
0.25 

0.42 
0.94 
0.25 

1 

0.42 
0.04 

3.  Start  table  

4.  Set  tool  into  work 

5.  ROUGH  TURN  for  calipering  (stop 
machine)  

6.  Caliper*       

7.  Start  t  bl       

8,  Reset  tool  into  work  

9.  ROUGH  TURN  for  calipering  (stop 
machine) 

10.  Caliper* 

11    Start  table 

12    Reset  tool  into  work  or  out 

13.  ROUGH  TURN  for  calipering  (stop 
machine)           •  

14.  Caliper  cut  

15.  Start  table  ,  

0.04 
0  08 

0.04 

16    Mesh  feed  gears 

17    ROUGH   TURN 

18.  Rapid  travel  head  up  

.0.  185 
0.31 

0.308 
0.246 

0.243 
0.207 

0.293 
0.227 

0.393 
0.293 

19.  Rapid  travel  head  back  to  end  of 
rail  normal  

Total  time  to  set  and  start  first  cut  on 
outside  diameter  

1.94 

1.94 

2.25 

2.60 

3.50 

*  Length  of  run.  %  inch. 
Length  of  run,  %,  inch. 
Length  of  run,  ^  inch. 
Length  of  run,  Yi  inch. 

NOTE  B:  The  time  for  setting  tools  for  depth,  for  all  first  cuts,  includes  the  time  to  move  the  ram 
from  the  normal  position  at  the  end  of  the  rail  and  when  the  cut  has  been  completed,  to  move  it 
back  again.  When  there  are  additional  cuts  to  be  made,  the  time  for  these  includes  the  time  to 
move  the  ram  from  the  point  of  the  finish  of  the  first  cut  to  the  position  of  the  second,  and  when 
it  is  completed,  move  it  back  to  where  the  cut  was  started. 


—  129  — 
TABLE    17-a 

SET  AND  TIGHTEN  TOOL  IN  TOOL  POST,  MANIPULATE  MACHINE  TO  SET  ROUND- 
NOSE  ROUGHING  TOOL  FOR  DEPTH  AND  START  FIRST  CUT  ON  OUT- 
SIDE   DIAMETER    AND    LOOSEN    AND    REMOVE    TOOL — 
RIGHT-HAND  HEAD 

GISHOL.T  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30 

36 

42 

60 

84 

Time  in  Minutes 

1.  Set   and  tighten  tool  in  tool  post, 
Table  13  
2.  Set  tool  for  depth  and  start  first  cut 
on  outside  diameter,  Table  17  .  . 
3.  Loosen  and  remove  tool  from  tool 
post,  Table  14 

0.28 
1.94 
0.19 

0.35 
1.94 
0.25 

0.37 
2.25 
0.26 

0.40 
2.60 
0.28 

0.43 
3.50 
0.31 

Total  time 

2.40 

2.50 

2.90 

3.30 

4.20 

Refer  to  Note  B  under  Table  17. 


TABLE   17-6 

SET  AND  TIGHTEN  TOOL  IN  TOOL  POST,  MANIPULATE  MACHINE  TO  SET  ROUND- 
NOSE  ROUGHING  TOOL  FOR  DEPTH  AND  START  FIRST  CUT  ON  OUT- 
SIDE  DIAMETER  AND   LOOSEN  AND  REMOVE  TOOL — 
LEFT-HAND  HEAD 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine 
in  Inches 

42 

60 

84 

Time  in  Minutes 

1. 
2. 

13. 

Set  and  tighten  tool  in  tool  post,  Table  13-6 

0.46 

2.25 
0.36 

0.51 

2.60 
0.39 

0.59 

3.50 
0.47 

Set  tool  fo   depth  and  start  first  cut  on  outside  diame- 
ter, Table  17 

Loosen  and  remove  tool  from  tool  post,  Table  14-a  .... 
Total  time. 

3.10 

3.50 

4.60 

Refer  to  Note  B  under  Table  17. 


In  compiling  the  tables  it  was  discovered  that  certain  items 
on  large  diameters  ran  smaller  than  the  same  items  on  smaller 
diameters.  To  counterbalance  this  seeming  discrepancy  there 
were  other  items  that  acted  in  the  opposite  direction.  In  con- 


—  130- 

sequence  there  was  very  little  difference  between  the  total 
times  for  similar  classes  of  work  of  large  diameter  and  of  smaller 
dimension.  In  fact,  the  percentage  of  the  difference  in  times 
was  so  slight  that  no  account  need  be  taken  of  the  variations. 
In  consequence,  two-thirds  of  the  diameter  of  the  boring-mill 
table  has  been  chosen  as  the  dimension  of  the  work  upon  which 
to  base  the  machine  manipulation  time  tables  in  which  the 
dimension  of  the  work  is  a  factor  in  the  time  required  for  the 
operation.  This  arbitrary  selection  of  work  diameter  conforms 
to  that  of  the  usual  run  of  work  placed  on  the  various  sizes  of 
boring-mill  tables. 

Throughout  the  tables  no  time  has  been  allowed  for  stopping 
the  machine.  This  time  is  included  in  the  time  after  rough 
turning  a  space  necessary  for  calipering,  inasmuch  as  the  tool 
continues  to  remove  metal  until  the  machine  is  stopped.  Neither 
has  any  time  been  allowed  for  disengaging  the  feed  and  running 
the  tool  back  as  a  separate  operation  after  calipering.  This 
item  is  included  in  the  item  "reset  tool  into  work."  When  the 
proper  diameter  has  been  caught  the  feed  is  engaged  and  the 
machine  operation  proper  begins. 

It  will  be  noted  that  the  tables  for  "setting  tools  for  depth 
to  start  cut"  are  made  up  in  several  forms,  that  is  for  the  first 
cut  and  then  for  additional  cuts.  In  the  table  for  the  first  cut 
all  the  time  that  is  required  to  bring  the  head  over  from  the 
normal  position,  that  is,  from  the  end  of  the  rail,  and  run  it 
back  after  the  cut  has  been  made  is  taken  care  of.  Also,  in 
some  of  the  first  cut  tables  are  included,  in  addition,  unit 
times  for  setting  the  tools  and  tightening  the  tool  post  and  the 
removal  of  the  tool  after  the  cut.  These  records  make  very 
useful  tables,  as  such  fundamental  operations  are  quite  general. 
In  the  tables  for  the  additional  cuts,  time  is  allowed  for  the 
movement  of  the  head  to  bring  the  tool  into  position  to  start 
the  next  cut.  After  this  cut  has  been  made  an  allowance  is 
also  made  to  bring  the  head  back  where  it  was  when  the  cut 
was  started.  Tables  split  up  in  this  manner  are  of  great  as- 
sistance in  simplifying  the  writing  of  instruction  cards.  This 
matter  will  be  referred  to  again  in  the  description  of  how  to 
use  the  tables  in  writing  instruction  cards  and  in  predetermin- 
ing the  proper  time  to  do  a  piece  of  work. 

It  is  obvious  that  if  a  single  cut  is  made  the  time  for  the  first 
cut  would  be  allowed  for  in  the  tables  for  the  first  cut,  and 
if  there  are  more  than  one  cut  the  time  for  the  cuts  following 
the  first  will  be  found  in  the  tables  for  additional  cuts.  The 
additional  cut  tables  are  usually  made  up  in  two  forms:  the 


-131  — 

first  form  is  where  the  operation  for  the  additional  cuts  differs 
from  the  setting  and  starting  of  the  first  only  in  the  movement 
of  the  head,  as  the  distance  of  travel  is  only  over  to  the  place 
where  the  additional  cut  or  cuts  are  to  be  started.  In  the 
second  form  the  time  for  the  additional  cut  is  practically  an 
allowance  to  move  the  head  over  to  the  new  position  to  start  a 
cut  where  no  change  is  to  be  made  in  the  dimension  of  the 
piece. 

TABLE   17A 

MANIPULATE  MACHINE  TO  SET  ROUND-NOSE  ROUGHING  TOOLS  FOR  DEPTH  AND 
START  ADDITIONAL  CUT  IN  A  DIFFERENT  PLANE  ON  THE 
OUTRIDE  DIAMETER 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30 

36 

42 

60 

84 

Length  of  Travel  of  Head  in  Inches 

3 

3 

4 

6 

8 

Time  in  Minutes 

1.  Rapid  travel  head  to  set  next  cut.  . 
2.  Start  table  
3.  Set  tool  into  work  

0.16 
0.04 
0.18 

* 

0.21 
0.04 
0.17 

* 
0.21 

0.16 
0.04 
0.19 

* 

0.22 
0.04 
0.175 

* 
0.22 

0.133 
0.04 
0.21 

0.23 
0.04 
0.18 

t 
0.23 
0.04 
0.18 

t 
0.23 
0.04 

0.16 
0.04 
0.26 

0.28 
0.04 
0.20 

0.28 
0.04 
0.20 

0.28 
0.04 

0.193 
0.04 
0.34 

IF 
0.42 
0.04 
0.25 

1 

0.42 
0.04 
0.25 

If 
0.42 
0.04 

4.  ROUGH  TURN  piece  for  calipering 
(stop  machine)  

5.  Caliper 

6.  Start  table  .  . 

7.  Reset  tool  into  work 

8.  ROUGH  TURN  piece  for  calipering 
(stop  machine)  ..... 

9.  Caliper       ' 

10.  Start  table  

11.  Reset  tool  into  work  

12.  ROUGH  TURN  piece  for  calipering 
(stop  machine) 

13    Caliper 

14.  Start  table  

0.04 
0.08 

0.04 

15.  Mesh  feed  gears  (on  30-inch  only)  . 
16.  ROUGH  TURN  

17.  Rapid  travel  head,  to  start  of  Item  1 

Total  time  to  set  and  start  additional 
cuts  on  outside  diameter  

0.16 

0.16 

0.133 

0.16 

0.193 
2.65 

1.29 

1.25 

1.66 

1.96 

Refer  to  Note  B  under  Table  17. 
*  Length  of  run,  J4  inch, 
t  Length  of  run,  %  inch. 
j  Length  of  run,  %  inch. 
T  Length  of  run,  £•>  inch. 


—  132  — 
TABLE    HA-a 

MANIPULATE  MACHINE  TO  SET  ROUND-NOSE  ROUGHING  TOOLS  FOR  DEPTH  AND 

START  ADDITIONAL  CUT  ON  OUTSIDE  DIAMETER  IN  THE  SAME  PLANE  (MOVING 

HEAD  DOWN  TO  NEXT  CUT  WITHOUT  CHANGING  THE  DIAMETER  SETTING) 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30 

36 

42 

60 

84 

Length  of  Travel  of  Head  in  Inche  s 

3 

3.5 

4 

6 

8 

Time  in  Minutes 

1.  Travel  head  down 

0.16 
0.04 
0.08 

0.16 
0.04 

0.133 
0.04 

0.16 
0.04 

0.193 
0.04 

2.  Start  table  

3.  Mesh  feed  gear  (on  30-inch  only)  .  . 
4.  ROUGH  TURN 

5.  Travel  head,  to  start  Item  1  

Total  time  to  set  and  start  additional 
cut  on  outside  diameter  in  the  same 
plane 

0.16 

0.16 

0.133 

0.16 

0.193 

0.44 

0.36 

0.31 

0.34 

0.43 

Refer  to  Note  B  under  Table  17. 


In  setting  tools  for  and  starting  the  first  cut  (Tables  17  and 
ij-a  or  ij-b)  the  manipulation  similar  to  that  for  the  first 
additional  cut  is  necessary  until  the  proper  dimension  is  obtained 
in  setting  the  tool,  then  the  feed  is  thrown  in  and  the  cut  started. 
It  is  assumed  in  the  table  listing  the  elementary  operations 
involved  and  the  respective  unit  times  for  the  various  acts 
(Table  17)  that  the  diameter  of  the  work  is  two-thirds  that  of 
the  boring-mill  table  and  that  the  down  travel  of  the  head  for 
3O-inch  mills  is  4  inches;  for  36-inch  machines,  5  inches;  for 
42-inch,  6  inches;  for  6o-inch  mills,  8  inches,  and  for  the  84- 
inch  class  of  boring  mills,  12  inches.  The  rapid  travels  up  are 
respectively  the  down  travel  of  the  head  plus  the  width  of  the 
piece  faced  and  an  allowance  of  2  inches  for  3<D-inch  machines; 
3  inches  for  36-inch  mills;  4  inches  for  42-inch;  6  inches  for 
6o-inch,  and  8  inches  for  the  84-inch  type  of  boring  mill. 

In  taking  additional  cuts  (Tables  17^  and  ijA-a)  it  is  as- 
sumed that  they  are  taken  before  the  tool  head  has  been  brought 
back  to  its  normal  position  at  the  end  of  the  rail.  That  is,  the 


—  133  — 

rapid  travel  of  the  head  is  limited  to  that  required  to  bring 
the  tool  into  position  to  start  the  cut.  On  the  average,  the 
necessary  movement  of  the  head  is  equal  to  the  diameter  of 
the  boring-mill  table  multiplied  by  the  factor  o.oi. 

Three  trials  are  allowed  the  workman  to  set  the  tool  to  the 
correct  diameter  for  all  sizes  of  machines,  except  the  30-  and 
36-inch  mills,  but  this  number  is  rarely  necessary  for  expert 
workmen,  particularly  on  duplicate  work  in  large  quantities. 
For  expert  manipulation,  the  items  from  9  to  13  inclusive  (Table 
if  A)  may  be  omitted  and  the  total  time  for  the  fundamental 
operation  correspondingly  reduced. 

After  a  cut  has  been  made,  it  is  assumed  that  the  boring-mill 
table  is  brought  to  a  stop,  but  no  time  is  allowed  for  stopping 
the  table,  as  this  is  usually  done  during  the  cut  and  provision 
is  made  therefor  in  the  machining  time. 


TABLE   175 

MANIPULATING  MACHINE  TO  SET  SQUARE-NOSE  FINISHING  TOOL  FOR  DEPTH  AND 
START  FIRST  CUT  ON  OUTSIDE  DIAMETER 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30 

36 

42 

60 

84 

Time  in  Minutes 

1.   Rapid  travel  head  over  from  nor- 
mal position  at  end  of  rail  
2.  Rapid  travel  head  downward  
3.  Start  table  

0.31 
0.17 
0.040 

0.150 

* 

0.220 
0.040 

'0.150 

# 

0.220 
0.040 

0.08 
0.185 
0.31 

0.246 
0.215 
0.040 

0.160 

* 

0.250 
0.040 

0.050 

* 

0.250 
0.040 

0.207 
0.170 
0.040 
0.170 
t 
0,270 
0.040 
0.160 
t 
0.270 
0.040 

0.227 
0.193 
0.040 
0.200 

0.360 
0.040 
0.180 

0.360 
0.040 

0.293 
0.260 
0.040 
0.240 
If 
0.470 
0.040 
0.210 
1 
0:470 
0.040 

'0.'393 
0.293 

4.  Set  tool  into  work 

5.  FINISH  TURN  piece  for  calipering 
6.  Caliper  cut  (see  Note  *) 

7.  Start  table 

8.  Reset  tool  into  work 

9.  FINISH  TURN  piece  for  calipering 
10    Caliper  cut  (see  Note  *) 

11.  Start  table 

12.  Mesh  feed  gear   (30-inch  machine 
only)                 

13.  Rapid  travel  head  up  

0.308 
0.246 

0.248 
0.207 

0.293 
0.227 

14.  Rapid  travel  head  back  to  normal  .  . 
Total  time  to  set  tool  to  depth  .... 

1.92 

1.95 

1.82 

2.16 

2.75 

*  Length  of  run,  %  inch. 
t  Length  of  run,  %,  inch. 
t  Length  of  run,  Y^  inch. 
91  Length  of  run,  %  inch. 

NOTE:     The  time  for  calipering  given  here  is  based  on  a  piece  whose  diameter  ist  wo-thirds  that 
of  the  table.     For  diameters  which  differ  greatly  from  this  figure  consult  the  tables  of  calipering. 
Refer  to  Note  B  under  Tabte  17. 


—  134  — 
TABLE   l7B-a 

SET  AND  TIGHTEN  TOOL  IN  TOOL  POST,  MANIPULATE  MACHINE  TO  SET  SQUARE- 
NOSE  FINISHING  TOOL  FOR  DEPTH  AND  START  FIRST  CUT  ON  OUTSIDE  DIAMETER 
AND  LOOSEN  AND  REMOVE  TOOL — RIGHT-HAND  HEAD 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30 

36 

42 

60 

84 

Time  in  Minutes 

1.  Set  and  tighten  tool  in  tool  post, 
Table  13A  
2.  Set  tool  for  depth  and  start  first  cut 
on  outside  diameter,  Table  17B.  .  . 
3.  Loosen  and  remove  tool  from  tool 
post,  Table  14  

1.11 
1.92 
0.19 

1.26 
1.95 
0.25 

1.29 
1.82 
0.26 

1.39 
2.16 
0.28 

1.50 

2.75 
0.31 

Total  time 

3.22 

3.45 

3.37 

3.83 

4.55 

Refer  to  Note  B  under  Table  17. 


TABLE   175-6 


SET  AND  TIGHTEN  TOOL  IN  TOOL  POST,  MANIPULATE  MACHINE  TO  SET  SQUARE- 
NOSE  FINISHING  TOOL  FOR  DEPTH  AND  START  FIRST  CUT  ON  OUTSIDE  DIAMETER 
AND  LOOSEN  AND  REMOVE  TOOL — LEFT-HAND  HEAD 

GISHOLT  BORING  MILLS 


Size  of  Machine  in  Inches 


Details  of  Operation 

30           36 

42 

60 

84 

Time  in  Minutes 

1.  Set   and  tighten  tool  in  tool  post, 
Table  13A-6  

These 
machines 
have  but 
one  head 

1.39 
1.82 
0.36 

1.50 
2.16 
0.39 

1.66 

2.75 
0.47 

2.  Set  tool  for  depth  and  start  first  cut 
on  outside  diameter,  Table  17  B.  . 
3.  Loosen  and  remove  tool  from  tool 
post,  Table  14-d    .                    ... 

Total  time  

3.60 

4.04 

4.88 

Refer  to  Note  B  under  Table  17. 


Manipulating  the  machine  to  set  the  square-nose  finishing 
tool  for  depth  of  cut  and  to  start  the  first  finishing  cut  on  the 
outside  diameter  of  the  work  (Tables  ijB  and  ijB-a  or  ifB-b), 
including  the  removal  of  the  tool,  differs  but  in  details  from 


— -  135  — 

the  manipulation  of  the  machine  prior  to  starting  the  first  rough 
cut  on  the  outside  diameter.  The  calipering  trials  do  not  have 
to  be  as  numerous,  for  the  work  prior  to  the  start  of  the  finish 
cut  has  been  calipered  and  the  amount  of  metal  to  be  removed 
on  the  finish  cut  is  known.  This  reduces  the  time  required  for 
calipering,  but  certain  of  the  other  elementary  operations  are 
longer  in  the  case  of  the  finish  cut  than  in  the  roughing  cuts, 
so  that  the  total  time  for  the  complete  operation  of  setting  the 
tool  to  depth  is  but  little  less,  if  any,  in  the  case  of  the  finish 
cut.  The  setting  of  the  tool  and  tightening  the  tool  post  is  a 
longer  operation  in  preparing  for  a  finish  cut  than  when  setting 
the  round-nose  tool,  for  greater  care  must  be  exercised  to  obtain 
an  accurate  setting. 

Occasions  arise  when  it  is  necessary  to  set  the  square-nose 
finishing  tool  for  depth  and  start  additional  cuts  on  the  outside 
diameter  of  a  piece  of  work,  but  in  a  different  plane  than  that 
of  the  first  finishing  cut,  or  in  the  same  plane,  but  requiring  a 
lowering  of  the  turret  head  before  commencing  the  cut.  The 
elementary  operations  involved  in  such  cases  and  their  unit 
times  are  listed  in  Tables  ijC  and  ijC-a  respectively. 

TABLE  17C 

MANIPULATE  MACHINE  TO  SET  SQUARE-NOSE  FINISHING  TOOL  FOR  DEPTH  AND 
START  ADDITIONAL  CUTS  IN  A  DIFFERENT  PLANE  ON  THE  OUTSIDE  DIAMETER 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30 

36 

42 

60 

84 

Time  in  Minutes 

1  .  Rapid  travel  head  to  set  next  cut  .  . 
2.  Start  table  

0.16 
0.04 
0.15 

0.16 
0.04 
0.16 

0.133 
0.04 
0.17 

0.16 
0.04 
0.20 

0.193 
0.04 
0.24 

'6.'  47" 
0.04 
0.21 

'0.'24 
0.04 

3.  Set  tool  into  work  

4.  FINISH  TURN  piece  for  calipering 
5.  Caliper  

0.22 
0.04 
0.15 

0."22" 
0.04 

0.08 

0.25 
0.04 
0.15 

6.25 
0.04 

0.27 
0.04 
0.16 

0.27 
0.04 

0.36 
0.04 
0.18 

"0.'36" 
0.04 

6.  Start  table  

7.  Reset  tool  into  work  

8.  FINISH  TURN  piece  for  calipering 
9.  Caliper  cut  

10    Start  table 

11.  Mesh  feed  gears   (only  30-in.  ma- 
chine) 

12.  Finish  turn  

'6.193' 

13.  Rapid  travel  head  to  start  of  Item  1 
Total  time  to  set  and  start  cut  .... 

0.16 

0.16 

0.133 

0.16 

1.26 

1.35 

1.27 

0.15 

0.67 

Refer  to  Note  B  under  Table  17. 


—  136  — 
TABLE   17C-a 

MANIPULATE  MACHINE  TO  SET  SQUARE-NOSE  FINISHING  TOOL  FOR  DEPTH  AND 

START  ADDITIONAL  CUT  ON  OUTSIDE  DIAMETER  IN  THE  SAME  PLANE  (MOVING 

HEAD  DOWN  WITHOUT  CHANGING  THE  DIAMETER  SETTING) 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30 

36 

•42 

60 

84 

Time  in  Minutes 

I. 

2. 

a. 

4. 
& 

Travel  head  down 

o  oo 

.16 
.04 

.08 

0.16 
0.04 

0.133 
0.04 

0.16 
0.04 

0.193 
0.04 

Start  table               

Mesh  feed  gear  (on  30-inch  only)  .  .  . 
FINISH  TURN  
Travel  head,  to  start  of  Item  1  

Total  time  to  set  and  start  additional 
cut  on  outside  diameter  in  the  same 
plane  

'O.'l93' 

0 

.16 

0.16 

0.133' 

0.16 

0 

.44 

0.36 

0.31 

0.34 

0.43 

Refer  to  Note  B  under  Table  17. 


TABLE   17D 

MANIPULATE  MACHINE  TO  SET  ROUND-NOSE  ROUGHING  TOOL  FOR  DEPTH  AND 
START  FIRST  CUT  ON  FACE  OF  WORK 

GISHOLT  BORING  MILLS 


Size  of  Machine  in  Inches 


Details  of  Operation 

30 

36 

42 

60 

84 

Time  in  Minutes 

1.  Rapid  travel  head  over  *  

0.38 
0.17 
0.36 

0.11 
0.04 

0.08     . 

0.246 
0.215 
0.39 

0.11 
0.04 

0.207 
0.17 
0.42 

0.11 
0.04 

0.227 
0.193 
0.50 

0.12 
0.04 

0.293 
0.26 
0.61 

0.12 
0.04 

2.  Rapid  travel  head  downward  

3.  Set  tool  for  depth  f  
4.  Tighten  set  screw  that  tightens  ver- 
tical slide  to  head 

5.  Start  table 

6.  Mesh  feed  gears   (on  30-inch,  ma- 
chine only)    

7.  Throw  feed  clutch  in.  . 

0.05 

0.05 

0.08 

0.07 

8.  ROUGH   FACE  (sto    machine)  .  .  . 
9.  Loosen  set  screw  that  tightens  ver- 
tical slide                   

0:11 
0.17 
0.355 

0.11 
0.215 
0.338 

0.11 
0.17 
0.28 

0.12 
0.193 
0.327 

0.14 
0.26 
0.43 

10.  Rapid  travel  head  up  
1  .  Rapid  travel  head  ov  r  to  end  of  rail 

Total  time  to  set  and  start  cut  .... 

1.78 

1.72 

1.56 

1.78 

2.24 

Refer  to  Note  B  under  Table  17. 

*Tne  30-inch  and  36-inch  machines,  the  travel  of  the  head  and  ram  is  done  by  cranking  by  hand. 
The  cranking  is  a  longer  operation  on  the  30-inch  machine  than  on  the  36-inch.  On  the  42-inch 
and  up  the  travel  is  by  power.  This  accounts  for  the  longer  time  of  operation  on  the  smaller  machines. 


—  137  — 
TABLE    17D-a 

SET  AND  TIGHTEN  TOOL  IN  TOOL  POST,  MANIPULATE  MACHINE  TO  SET  ROUXD- 

NOSE  ROUGHING  TOOL  FOR  DEPTH  AND  START  FIRST  CUT  ON  FACE  OF  WORK, 

LOOSEN  AND  REMOVE  TOOL — RIGHT-HAND  HEAD 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30 

36 

• 

42 

60 

84 

Time  in  Minutes 

a 

1.  Set  and  tighten  tool  on  tool  post, 
Table  13-a 

0.28 
1.78 
0.19 

0.28 
1.72 
0.20 

0.30 
1.56 
0.21 

0.33 

1.78 
0.23 

0.36 
2.24 
0.26 

2.  Set  tool  for  depth  and  start  first  cut 
on  face  of  work  Table  1  7D  .... 

3.  Loosen  and  remove  tool  from  tool 
post  Table  14A 

Total  time 

2.24 

2.19 

2.06 

2.34 

2.86 

Refer  to  Note  B  under  Table  17. 


TABLE    17D-b 


SET  AND  TIGHTEN  TOOL  IN  TOOL  POST,  MANIPULATE  MACHINE  TO  SET  ROUND 

NOSE  ROUGHING  TOOL  FOR  DEPTH  AND  START  FIRST  CUT  ON  FACE  OF  WORK, 

LOOSEN  AND  REMOVE  TOOL — LEFT-HAND  HEAD 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine 
in  Inches 

42 

60 

84 

Time  in  Minutes 

1. 
2. 

3. 

Set  and  tighten  tool  in  tool  post  Table  13-c 

0.39 

1.56 
0.31 

0.44 

1.78 
0.34 

0.52 

2.24 
0.42 

Set  tool  for  depth  and  start  cut  on  face  of  work, 
Table  17D 

Loosen  and  remove  tool  from  tool  post,  Table  14A-a 
Total  time  

2.25 

2.56 

3.18 

Refer  to  Note  B  under  Table  17. 


Facing  work  on  the  boring  mill  calls  for  a  series  of  elementary 
operations  which  differ  from  those  required  for  outside  diameter 
work  principally  in  that  the  cuts  are  taken  in  a  horizontal, 
instead  of  vertical,  plane.  The  operations  necessary  for  setting 
tools  and  starting  cuts,  together  with  the  unit  time  allowed 


—  138  — 


for  each  element,  are  listed  in  Tables  I7/),  ijD-a, 
ijD-c  and  ijD-d.  The  first  of  these  tables  refers  to  the  acts 
incidental  to  setting  the  round-nose  tool  for  depth  and  starting 
the  first  cut.  The  next  two  tables,  \jD-a  and  ijD-b,  give  the 
detailed  times  required  to  loosen  and  remove  the  tool  from 
the  tool  post  for  right-hand  and  left-hand  turret  heads  re- 
spectively, while  Tables  \jD-c  and  ijD-d  pertain  to  additional 
roughing  cuts  on  other  face  surfaces  or  on  face  surfaces  in 
the  same  plane,  but  necessitating  the  moving  of  the  turret 
head  from  a  position  for  one  face  surface  to  another  position 
for  another  face  surface  between  the  operations  of  actually 
removing  metal. 

TABLE   17D-c 

MANIPULATE  MACHINE  TO  SET  ROUND-NOSE  ROUGHING  TOOLS  FOR  DEPTH  AND 
START  ADDITIONAL  CUT  IN  A  DIFFERENT  PLANE  OR  SURFACE  ON  FACE  OF 

WORK 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30 

36 

42 

60 

84 

Length  of  Travel  of  Head 
in  Inches 

3 

3.5 

4 

6 

8 

Time  in  Minutes 

1.  Rapid  travel  head  over  f  
2.  Set  tool  for  depth  *  

0.24 
0.36 

0.11 
0.04 

0  08 

0.16 
0.39 

0.11 
0.04 

0.133 
0.42 

0.11 
0.04 

0.16 
0.50 

0.12 
0.04 

0.193 
0.61 

0.14 
0.04 

3.  Tighten    set    screw    that    tightens 
vertical  slide  to  head  
4    Start  table 

5.  Mesh  feed  gears  (on  30-inch  ma- 
chine only) 

6.  Throw  feed  clutch  in  

0.05 

0.05 

0.06 

0.07 

7.  ROUGH     ACE  (stop  mac  ine)  .  .  . 
8.  Loose    set  sere  w  that  tightens  verti- 
cal slide  

0.11 
0.17 
0.24 

0.11 
0.215 
0.16 

0.11 
0.17 
0.133 

0.12 
0.  193 
0.16 

0.14 
0.26 
0.193 

9    Rapid  tra  el  head  up 

10.  Rapid  travel  head  back  f  

Total  time  to  set  and  start  cut  .... 

1.35 

1.24 

1.17 

1.35 

1.65 

Refer  to  Note  B  under  Table  17. 

t  In  the  30-inch  and  36-inch  machines,  the  travel  of  the  head  and  ram  is  done  by  cranking  by 
hand.  The  cranking  is  a  longer  operation  on  the  30-inch  machine  than  on  the  36-inch.  On  the 
42-inch  machine  and  up,  the  travel  is  by  power.  This  accounts  for  the  longer  time  in  operation  on 
the  smaller  machines. 

*  By  measuring  with  a  scale  from  table  of  machine  or  by  using  a  surface  that  has  been  set  for 
height. 


—  139  — 


TABLE    17  D-d 


MANIPULATE  MACHINE  TO  SET  ROUND-NOSE  ROUGHING  TOOLS  FOR  DEPTH  AND 

START  ADDITIONAL  CUT  IN  THE  SAME  PLANE  ON  FACE  OF  WORK  (MOVING 

HEAD  OVER  TO  ANOTHER  SURFACE) 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30 

36 

42 

60            84 

Time  in  Minutes 

1.  Rapid  travel  head  overf  

0.24 
0.04 

0.08 

0.16 
0.04 

0.133 
0.04 

0.16 
0.04 

0.193 
0.04 

2.  Start  table  

3.  Mesh  feed  gears  (on  30-inch  machine 
only)  

4.  Throw  feed  clutch  in  

"6.'24 

0.05 

'  'o.'ie' 

0.05 

o.iss 

0.06 

o.ie 

0.07 
6.i93 

f>.  ROUGH  FACE   (stop  machine).  .. 
6.  Rapid  travel  head  back  * 

Total  time  to  set  and  start  cut  

0.60 

0.41 

0.36 

0.42 

0.50 

*  Refer  to  Note  f  under  Table  17  D-c. 
Refer  to  Note  B  under  Table  17. 


Manipulating  the  machine  to  set  square-nose  finishing  tools 
for  depth  of  final  cuts  on  work  faces  and  starting  the  cuts  across 
the  face  surfaces  necessitates  a  series  of  fundamental  operations 
of  the  same  general  character.  A  wide  range  of  work  is  made 
possible  on  Gisholt  boring  mills  by  the  micrometer  index  dial 
by  which  the  depth  of  cut  may  be  rapidly  and  accurately  set 
for  the  first  cut  on  the  face  of  the  work  or  for  additional  cuts 
in  different  planes  or  surfaces  on  the  face  of  the  work.  The 
micrometer  index  is  particularly  convenient  in  work  entailed  in 
repetitive  manufacture. 

Table  ijE  gives  the  elementary  times  for  setting  the  finishing 
tool  for  a  depth  just  sufficient  to  finish  the  face  of  the  work; 
Tables  ijE-a  and  ijE-b,  the  time  for  setting  and  tightening 
the  tool  in  the  post  and  removing  it  for  right-  and  left-hand 
turret  heads  respectively;  Table  ijE-c,  the  time  required  to 
set  the  finishing  tool  in  a  different  plane  or  surface  on  the 
face  of  the  work,  and  Table  ijE-dy  the  time  for  setting  the  tool 
for  depth  and  starting  an  additional  cut  in  the  same  plane- 
moving  the  head,  without  changing  set  of  tool,  from  over  one 
surface  to  another  in  the  same  plane.  Tables  ijE-e  and 
i7-£-/  give  time  data  for  similar  settings  of  the  finishing  tool 
for  cuts  across  face  surfaces  by  the  micrometer  index  dial. 


—  140  — 

TABLE    17 E 

MANIPULATE  MACHINE  TO  SET  SQUARE-NOSE  FINISHING  TOOL  FOR  DEPTH  AND 

START  FIRST  CUT  ON  FACE  OF  WORK.     SET  DEPTH  OF  CUT 

TO  JUST  FINISH  ON  THE  FACE 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30 

36 

42 

60 

84 

Time  in  Minutes 

1.  Rapid  travel  head  over*  
2.  Rapid  travel  head  downward  
3.  Set  tool  for  depth 

0.38 
0.17 
0.12 

0.11 
0.04 

0  03 

0.246 
0.215 
0.12 

0.11 
0.04 

0.207 
0.17 
0.13 

0.11 
0.04 

0.227 
0.193 
0.14 

0.12 
0.04 

0.293 
0.26 
0.17 

0.14 
0.04 

4.  Tighten  set  screw  that  tightens  ver- 
tical slide  to  head. 

5.  Start  table  ...    . 

6.  Mesh  feed  gears   (on  30-inch  ma- 
chine only)  .  . 

7.  Throw  feed  clutch  in 

0.05 

0.05 

0.06 

0.07 

8.  FINISH   FACE  

9.  Loosen  set  screw  that  tightens  verti- 
cal slide  

0.11 
0.17 
0.355 

0.11 
0.215 
0.338 

0.11 
0.17 
0.28 

0.12 

0.093 
0.327 

0.14 
0.26 
0.43 

10.  Rapid  travel  head  up 

11.  Rapid  travel  head  over  to  end  of  rail 
Total  time 

1.54 

1.44 

1.27 

1.32 

1.30 

*  Refer  to  Note  f  under  Table  17Z)-c. 
Refer  to  Note  B  under  Table  17. 


TABLE   \7E-a 

SET  AND  TIGHTEN  TOOL  IN  TOOL  POST,  MANIPULATE  MACHINE  TO  SET  SQUARE- 
NOSE  FINISHING  TOOL  FOR  DEPTH  AND  START  FIRST  CUT 
ON  FACE  OF  WORK — RIGHT-HAND  HEAD 

GISHOLT  BORING  MILLS 


Size  of  Machine  in  Inches 


Details  of  Operation 

30 

36 

42 

60           84 

Time  in  Minutes 

1.  Set   and   tighten  tool  in  tool  post, 
Table  13^4  -a  

1.11 
1.54 
0.19 

1.12 
1.44 
0.20 

1.15 
1.27 
0.21 

1.25 
1.32 
0.23 

1.36 
1.80 
0.26 

2.  Set  tool  for  depth  and  start  first  cut 
on  face  of  work  Table  V7E 

3.  Loosen  and  remove  tool  from  tool 
post,  Table  14A  

Total  time  .  . 

2.83 

2.76 

2.63 

2.80 

3.42 

Refer  to  Note  B  under  Table  17. 


—  141  — 
TABLE    17E-b 

SET  AND  TIGHTEN  TOOL  IN  TOOL  POST,  MANIPULATE  MACHINE  TO  SET  SQUARE- 
NOSE  FINISHING  TOOL  FOR  DEPTH  AND  START  FIRST  CUT  ON 
FACE  OF  WORK — LEFT-HAND  HEAD 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30           36 

42 

60 

84 

Time  in  Minutes 

1.  Set  and  tighten  tool  in  tool   post, 
Table  13A-C 

These 
machines  have 
but  one  head 

1.25 
1.27 
0.31 

1.36 
1.32 
0.34 

1.52 
1.80 
0.42 

2.  Set  tool  for  depth  and  start  first  cut 
on  face  of  work,  Table  17  E  
3.  Loosen  and  remove  tool  from   tool 
post,  Table  14A-C  

Total  time    

2.82 

3.01 

3.74 

Refer  to  Note  B  under  Table  1Z. 


TABLE  17E-c 


MANIPULATE  MACHINE  TO  SET  SQUARE-NOSE  FINISHING  TOOL  FOR  DEPTH  AND 

START  ADDITIONAL  CUT  IN  DIFFERENT  PLANES  OR  SURFACES  ON  FACE 

OF  WORK.     (SET  DEPTH  TO  JUST.  FINISH  ON  THE  FACE) 

GISHOLT  BORING  MILLS 


Size  of  Machine  in  Inches 


Details  of  Operation 

30 

36 

42 

60 

84 

Time  in  Minutes 

1.  Rapid  travel  head  over.  .    . 

0.24 
0.12 

0.11 
0.04 

0.08 

0.16 
0.12 

0.11 
0.04 

0.133 
0.13 

0.11 
0.04 

0.16 
0.14 

0.12 
0.04 

0.193 
0.17 

0.14 
0.04 

2.  Set  tool  for  depth  

3.  Tighten  set  screw  that  tightens  verti- 
cal slide  to  head 

4.  Start  table  

5.  Mesh  feed  gears  (on  30-inch  machine 
only)  

6.  Throw  feed  clutch  in  

0.05 

0.05 

0.06 

0.07 

7.  FINISH  FACE   (stop  machine)  .  .  . 

8.  Loosen  set  screw  that  tightens  ver- 
tical slide  

0.11 
0.17 

0.11 
0.215 

0.11 
0.17 

0.12 
0.193 

0.14 
0.26 

9.  Rapid  travel  head  up  

Total  time  

0.87 

0.81 

0.74 

0.83 

0.98 

Refer  to  Note  B  under  Table  17. 


—  142  — 


TABLE    llE-d 

SET  MANIPULATING  MACHINE  TO  SET  SQUARE-NOSE  FINISHING  TOOL  FOR  DEPTH 
AND  START  ADDITIONAL  CUT  IN  THE  SAME  PLANE  ON  FACE  OF  WORK 
(MOVING  HEAD  OVER  TO  ANOTHER  SURFACE) 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30 

36 

42 

60            84 

Time  in  Minutes 

1.  Rapid  travel  head  over* 

0.24 
0.04 

0  08 

0.16 
0.04 

0.133 
0.04 

0.16 
0.04 

0.193 
0.04 

2.  Start  table  

3.  Mesh  feed  gears  (on  30-inch  machine 
only)  

4.  Throw  feed  clutch  in  

0.05 

0.05 

0.06 

0.07 

5.  FINISH  FACE  (stop  machine)  

6.  Rapid  travel  head  back 

0.24 

0.16 

6.133 

0.16 

0.  193 

Total  time  

0.60 

0.41 

0.36 

0.42 

0.50 

*  Refer  to  Note  f  under  Table  17  D-c. 
Refer  to  Note  B  under  Table  17. 


TABLE   \7E-e 

MANIPULATE  MACHINE  TO  SET  SQUARE-NOSE  FINISHING  TOOL  FOR  DEPTH  AND 

START  FIRST  CUT  ON  FACE  OF  WORK.     (SET  DEPTH  OF  CUT  BY 

MICROMETER  INDEX  DIAL) 

GISHOLT  BORING  MILLS 


Size  of  Machine  in  Inches 


Details  of  Operation 

.30 

36 

42 

60 

84 

Time  in  Minutes 

1  .  Rapid  travel  head  over  f  
2.  Rapid  travel  head  downward  
3.  Set  tool  to  depth  by  micrometer 
index  dial  

0.38 
0.17 

0.20 

0.11 
0.04 

0.08 

0.246 
0.215 

0.20 

0.11 
0.04 

0.207 
0.17 

0.20 

0.11 
0.04 

0.227 
0.193 

0.21 

0.12 
0.04 

0.293 
0.26 

0.24 

0.14 
0.04 

4.  Tighten    set    screw    that    tightens 
vertical  slide  to  head  

5    Start  table 

6.  Mesh  feed  gears   (on  30-inch  ma- 
chine only) 

7.  Throw  feed  clutch  in 

0.05 

0.05 

0.06 

0.07 

8    FINISH  FACE  (stop  machine) 

9.  Loosen  set  screw  that  tightens  ver- 
tical slide                        

0.11 
0.17 
0.355 

0.11 
0.245 
0.338 

0.11 
0.17 
0.28 

0.12 
0.193 
0.327 

0.14 
0.26 
0.43 

10.  Rapid  travel  head  up      

1  1  .  Rapid  travel  head  over  to  end  of  rail 
Total  time  to  set  and  start  cut  .... 

1.62 

1.52 

1.34 

1.39 

1.85 

*  Refer  to  Note  t  under  Table  17  D-c. 
Refer  to  Note  B  under  Table  17. 


143 


TABLE    l7E-f 

MANIPULATE  MACHINE  TO  SET  SQUARE-NOSE  FINISHING  TOOL  FOR  DEPTH  AND 

START  ADDITIONAL  CUT  IN  A  DIFFERENT  PLANE  OR  SURFACE  ON  FACE 

OF  WORK.     (SET  DEPTH  OF  Cur  BY  MICROMETER  INDEX  DIAL) 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30 

36 

42 

60 

84 

Time  in  Minutes 

1.  Rapid  travel  head  over 

0.24 
0.20 

0.11 
0.04 

0.08 

0.16 
0.20 

0.11 
0.04 

0.133 
0.20 

0.11 
0.04 

0.16 
0.21 

0.12 
0.04 

0.193 
0.24 

0.14 
0.£4 

2.  Set  tool  to  depth  by  micrometer 
index  dial 

3.  Tighten  set  screw  that  tightens  ver- 
tical slide  to  head  . 

4.  Start  table 

5.  Mesh  feed  gears   (on  30-inch  ma- 
chine only)  ,  .  . 

6.  Throw  feed  clutch  in 

.   0.05 

0.05 

0.06 

0.07 

7.  FINISH  FACE  (stop  machine) 

8.  Loosen  set  screw  that  tightens  ver- 
tical slide       .  .          

0.11 
0.17 
0.24 

0.11 
0.215 
0.16 

0.11 
0.17 
0.133 

0.12 
0.193 
0.16 

0.14 
0.26 
0.193 

9.  Rapid  travel  head  up  
10.  Rapid  travel  head  back  .  .  . 

Total  time  

1.19 

1.05 

0.95 

1.06 

1.28 

Refer  to  Note  B  under  Table  17. 


Table  ijF  gives  the  unit  times  for  the  fundamental  operations 
necessary  to  manipulate  the  machine  to  set  the  round-nose 
roughing  tools  for  depth  of  cut  and  to  start  the  first  cut  on  the 
outside  diameter  of  the  work  when  the  turret  simply  has  to  be 
revolved  to  bring  the  roughing  tool  to  position,  the  other 
turret  stations  being  provided  with  suitable  tools  so  that  there 
need  be  no  necessity  of  changing  tools.  Simple  as  is  such 
machine  manipulation,  the  total  times  given  in  the  table  are 
greater  than  in  other  tables  for  the  setting  of  the  same  kind  of 
tool  and  starting  the  cut  where  the  gain  is  made  by  having  the 
tools  in  holders  ready  to  use.  An  allowance  has  to  be  pro- 
vided for  the  time  consumed  to  loosen,  clamp,  turn  and  tighten 
the  turret.  Additional  cuts,  when  the  turret  is  not  revolved, 
take  the  times  as  given  in  preceding  tables. 

The  manipulation  of  the  machine  to  set  round-nose  roughing 
tools  for  depth  and  to  start  additional  cuts  on  the  outside 


—  144  — 

diameter  of  the  work — the  cutting  tool  in  the  turret  head — - 
(Table  ijF-a)  and  that  to  set  the  roughing  tool  for  depth  and 
start  additional  cut  on  the  outside  diameter  in  the  same  plane, 
necessitating  moving  the  head  -down  to  the  additional  cut 
without  changing  the  diameter  setting  of  the  tool  (Table  ifF-b], 
entail  elementary  operations  and  unit  times  similar  to  those 
given  in  Tables  ijA  and  \jA-a  respectively. 

The  data  presented  in  Table  ijG — the  unit  times  required 
to  manipulate  the  boring  mill  to  set   either  the  round-nose 

roughing  tool  or  the  square- 
nose  finishing  tool  for  depth, 
to  start  a  first  cut  on  the  out- 
side diameter  of  the  work,  the 
cutting  tools  having  been  pre- 
viously secured  in  the  tool  post 
— are  for  use  only  in  repetition 
work  and  brings  into  use  the 
micrometre  index  dial.  The 
setting  of  the  index  dial  is  de- 
termined when  the  cut — rough- 
ing or  finishing — is  made  on  the 
first  piece.  For  all  subsequent 
pieces  the  desired  cutting  dia- 
meter is  secured  without  trial 
or  calipering  by  setting  the  tool 
to  the  recorded  index  dial  read- 
ing. The  various  stations  of 
the  turret  are  assumed  to  be 
provided  with  the  proper  tools, 
so  that  the  operating  tool  is 

brought  to  position  by  revolv- 
FIG.  SO.-TURRET  HEAD  HOLD-  ing  the  turret 

ING  FOUR  TOOLS  Table  i/G-a  gives  the  detailed 

times  incidental  to  the  opera- 
tions of  manipulating  the  machine  to  set  either  the  round-nose 
roughing  tool  or  the  square-nose  finishing  tool  to  depth  and  to 
start  a  cut  on  the  outside  diameter  in  the  same  plane,  but  re- 
moved in  position  from  previous  cuts.  This  necessitates  lower- 
ing the  turret  head  without  changing  the  diameter  of  the  tool 
setting  and  calls  for  elementary  operations  similar  to  those 
listed  in  Tables  i^A-a  and  ijC-a. 


—  145  — 
TABLE   17F 

MANIPULATING  MACHINE  TO  SET  ROUND-NOSE  ROUGHING  TOOL  FOR  DEPTH  AND 

START  FIRST  CUT  ON   OUTSIDE  DIAMETER — REVOLVE   TURRET 

TO   BRING  TOOL  TO  POSITION 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine 
in  Inches 

30 

36 

42 

Time  in  Minutes 

1    Loosen  clamp,  turn  turret  and  tighten  

0.09 

0.31 
0.17 
0.40 

0.18 

* 

0.21 
0.04 

0.17 

* 

0.21 
0.04 
0  08 

0.09 

0.246 
0.215 
0.04 

0.19 

* 

0.22 
0.04 

0.175 

* 

0.22 
0.04 

0.10 

0.207 
0.170 
0.04 
0.21 
t 
0.23 
0.04 
0.18 

0.23 
0.04 

2.  Rapid  travel  head  over  from  end  of  rail  (from  normal 
position)                         

3    Rapid  travel  head  down  

4    Start  table             .          

5    Set  tool  into  work                

6.  ROUGH  TURN  for  calipering  (stop  machine)  
7    Caliper  (1)      

8    Start  table                        ;  

9    Reset  tool  into  work              

10.  ROUGH  TURN  for  calipering  (stop  machine)  
11    Caliper  (1)  

12    Start  table     .                  .  .    .  . 

13    Mesh  feed  gears  .              

14    ROUGH   TURN                  

'0.'243' 
0.207 

15    Rapid  travel  head  up      

0.185 
0.31 

6.308 
0.246 

16.  Rapid  travel  head  back  to  end  of  rail,  normal  
Total  time.      .  .               

2.03 

2.03 

2.35 

*  Length  of  run,   ^   inch. 

t  Length  of  run,   %,  inch. 

Refer  to   Note   B  under  Table   17. 

NOTE:    Turret  tool  posts  are  not  used  on  machines  larger  than  42-inch  except  in  special  cases. 

TABLE   17F-a 

MANIPULATE  MACHINE  TO  SET  ROUND-NOSE  ROUGHING  TOOL  FOR  DEPTH  AND- 

START  ADDITIONAL  CUT  ON  OUTSIDE  DIAMETER  (CUTTING 

TOOL  IN  TURRET  HEAD) 

GISHOLT  BORING  MILLS 


REFER  TO  TABLE  17A 


TABLE   17F-b 

MANIPULATE  MACHINE  TO  SET  ROUND-NOSE  ROUGHING  TOOLS  FOR  DEPTH  AND 

START  ADDITIONAL  CUT  ON  OUTSIDE  DIAMETER  IN  THE  SAME  PLANE  (MOVING 

HEAD  DOWN  TO  NEXT  CUT  WITHOUT  CHANGING  THE  DIAMETER  SETTING) 

GISHOLT  BORING  MILLS 


REFER  TO  TABLE  17A-a 


—  146  — 


TABLE   17G 

MANIPULATE  MACHINE  TO  SET  ROUND-NOSE  ROUGHING  OR  SQUARE-NOSE  FINISH- 
ING TOOL  FOR  DEPTH  AND  START  FIRST  CUT  ON  THE  OUTSIDE  DIAMETER 
(REVOLVE  TURRET  TO  BRING  TOOL  TO  POSITION) 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine 
in  Inches 

30 

36 

42 

Time  in  Minutes 

1. 
2. 
3. 
4. 
5. 
6. 
7. 
8. 
9. 
10. 

Loosen  clamp,  turn  turret  and  tighten 

000000 

.09 
.31 
.17 
.04 
.20 
.08 

0.09 
0.246 
0.217 
0.04 
0.20 

'6.'05' 

0.10 
0.207 
0.17 
0.04 
0.20 

"  '6.'  05" 

Rapid  travel  head  over  from  normal  position 

Rapid  travel  head  downward  

Start  table 

Set  tool  to  depth  by  micrometer  index  dial  

Mesh  feed  gears 

Throw  feed  clutch  in 

TURN—  ROUGH  or  FINISH 

Rapid  travel  head  up  

0 

0 

.185 
.31 

0.308 
0.246 

0.243 
0.207 

Rapid  travel  head  over  to  one  side  

Total  time  

1 

.39 

1.40 

1.21 

NOTE:  This  tabl.;  is  to  ba  used  for  repetition  work.  The  setting  of  the  index  dial  is  determined 
when  the  cut  is  made  on  the  first  piece,  and  a  note  is  made  of  it.  For  all  succeeding  pieces  the  desired 
diameter  can  be  obtained  without  trial  and  calipering  by  setting  to  these  readings. 

Refer  to  Note  B  under  Table  17. 

TABLE   17G-a 

MANIPULATE  MACHINE  TO  SET  ROUND-NOSE  ROUGHING  OR  SQUARE-NOSE  FINISHING 
TOOLS  FOR  DEPTH  AND  START  CUT  ON  OUTSIDE  DIAMETER  IN  THE  SAME 
PLANE  (MOVING  HEAD  DOWN  WITHOUT  CHANGING  DIAMETER  OF  CUT) 

GISHOLT  BORING  MILLS 


REFER  TO  TABLES  17A-a  AND  17C-a 


NOTE:  For  additional  cuts  in  different  planes,  it  is  necessary  to  have  a  tool  in  another  turret  post> 
or  to  have  noted  another  setting  of  the  index  dial  when  the  first  piece  was  turned.  In  the  first  case, 
the  time  for  setting  the  cut  would  be  the  same  as  in  Table  17G,  for  in  order  to  turn  the  turret  the 
head  has  to  be  brought  out  to  the  end  of  the  rail,  and  then  back  again. 

The  fundamental  operations  entailed  in  manipulating  boring 
mills  of  the  42-inch  class  and  smaller  mills  to  set  a  square-nose 
finishing  tool  for  depth  and  start  a  first  cut  on  the  outside  diam- 
eter of  the  work  when  the  turret  stations  are  fitted  with  tools 
and  the  turret  has  to  be  revolved  to  bring  the  finishing  tool 
into  position,  with  the  unit  times  for  the  various  acts,  are  listed 
in  Table  ijH.  Tables  \jH-a  and  \jH-b — starting  additional 
cuts  on  the  outside  diameter  of  the  work,  but  in  a  different 
plane,  and  additional  cuts  in  the  same  plane  which  necessitate 


—  147  — 

the  lowering  of  the  turret  head — are  similar  to  those  already 
presented  as  Tables   \jC  and   ijC-a. 

TABLE    17H 

MANIPULATE    MACHINE   TO    SET    SQUARE    FINISHING   TOOL   FOR   DEPTH   AND 

START  FIRST  CUT  ON  OUTSIDE  DIAMETER,  REVOLVING  TURRET 

TO  BRING  TOOL  INTO  POSITION 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  cf  Machine  in 
Inches 

30 

38 

42 

Time  in  Minutes 

1.  Loosen  clamp,  turn  turret  and  tighten  clamp  
2.  Rapid  travel  head  over  from  -end  of  rail  
3    Rapid  travel  head  downward 

0.09 
0.31 
0.17 
0.04 
0.15 

0.09 
0.246 
0.215 
0.04 
0.16 

0.10 
0.207 
0.17 
0.04 
0.17 

4    Star.,  table 

5    Set  tool  into  work 

6    FINISH  TUR\  enough  to  caliper 

7.  Caliper  out  

0.22 
0.04 
0.15 

0.25 
0.04 
0.15 

0.27 
0.04 
0.16 

8.  Start  table  

9.  Reset  tool  into  work  

10    FINISH  TURN  enough  to  caliper 

1  1  .  Caliper  cut  

0.22 
0.04 
0.08 

0.25 
0.04 

0.27 
0.04 

12.  Start  table  

13.  Mesh  feed  gears  

14    FINISH  TURN 

15    Rapid  travel  nead  up 

0.185 
0.31 

0.308 
0.246 

0.243 
0.207 

16    Rapid  travel  over  to  one  side 

Total  time  to  s~t  and  start  cut 

2.01 

2.04 

2.02 

Refer  to  Note  B  under  Table   17. 


TABLE   l7H-a 


MANIPULATE  MACHINE  TO  SET  SQUARE-NOSE  FINISHING  TOOL  FOR  DEPTH  AND> 

START  ADDITIONAL  CUTS  IN  A  DIFFERENT  PLANE  ON  THE 

OUTSIDE  DIAMETER 

GISHOLT  BORING  MILLS 
REFER  .TO  TABLE  17C 


TABLE   17H-b 

MANIPULATE  MACHINE  TO  SET  SQUARE-NOSE  FINISHING  TOOL  FOR  DEPTH  AND 

START  ADDITIONAL  CUT  ON  OUTSIDE  DIAMETER  IN  THE  SAME 

PLANE  (MOVING  HEAD  DOWN  WITHOUT  CHANGING 

THE  DIAMETER  SETTING) 

GISHOLT  BORING  MILLS 
REFER  TO  TABLE  17C-« 


—  148  — 

Table  ijl  furnishes  the  necessary  data  as  to  required  fun- 
damental operations  and  their  respective  unit  times,  when  the 
smaller  sizes  of  Gisholt  boring  mills  are  manipulated  to  set 
round-nose  roughing  tools  for  depth  to  start  a  first  cut  on  the 
face  of  the  work — the  tools  held  in  a  turret  tool  post.  Manipu- 
lating the  machine  to  set  a  round-nose  tool  for  depth  and 
start  an  additional  cut  on  some  face  in  a  different  plane — 
Table  ijl-a — calls  for  the  same  fundamental  operations  and 
unit  times  as  are  given  in  Table  ijD-c. 

TABLE   171 

MANIPULATE  MACHINE  TO  SET  ROUND-NOSE  ROUGHING  TOOL  FOR  DEPTH  AND 
START  FIRST  CUT  ON  FACE  (TOOLS  HELD  IN  TURRET  TOOL  POST) 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in 
Inches 

30 

36 

42 

Time  in  Minutes 

1  .  Loosen  clamp  turn  turret  and  tighten  

0.09 
0.38 
0.17 
0.36 
0.11 
0.04 
0.08 

0.09 
0.246 
0.215 
0.39 
0.11 
0.04 

"o.'os" 

0.10 
0.207 
0.17 
0.42 
0.11 
0.04 

"o.'os" 

2.  Rapid  travel  head  overf 

3.  Rapid  travel  head  downward 

4.  Set  tool  for  depth*.  . 

5.  Tighten  set  crew  that  tightens  vertical  slide  to  head  . 
6.  Start  table       

7.  Mesh  feed  gears  (on  30-inch  machine  only)  
8.  Throw  feed  clutch  in  ....          

9.  ROUGH  FACE  (stop  machine)  

10.  Loosen  set  screw  that  tightens  vertical  slide  
11.  Rapid  travel  head  up    

0.11 
0.17 
0.355 

0.11 
0.215 
0.338 

0.11 
0.17 
0.28 

12.  Rapid  travel  head  over  to  end  of  rail  

Total  time  to  set  and  start  cut  

1.86 

1.80 

1.657 

*  By  measuring  with  a  scale  from  table  of  machine  or  by  using  a  surface  that  has  previously  been 
set  for  height. 

t  Refer  to  Note  t  under  Table  llD-c. 
Refer  to  Note  B  under  Table  17. 

TABLE   17/-a 

MANIPULATE  MACHINE  TO  SET  ROUND-NOSE  ROUGHING  TOOLS  FOR  DEPTH  AND 

START  ADDITIONAL  CUT  IN  A  DIFFERENT  PLANE  OR 

SURFACE  ON  FACE  OF  WORK 

GISHOLT  BORING  MILLS 
REFER  TO  TABLE  17D-C 


The  Tables   I7/,   ijj-a  and   ijj-b  give  the  time   data  for 
setting   square-nose   finishing  tools   and   starting   cuts   on  the 


— -149  — 

face  of  the  work  when  the  tool  is  set  to  finish  accurately  the 
surface,  when  the  tool  is  set  in  different  planes  and  when  the 
turret  head  has  to  be  moved  over  to  another  surface  in  the 
same  plane. 

Finally,  Table  ijK  lists  the  fundamental  operations  with 
their  respective  unit  times  for  manipulating  the  machine  to 
set  round-nose  roughing  tools,  square-nose  finishing  tools  or 
any  facing  tools  for  depth  when  the  tools  are  held  in  turret 
tool  posts  and  the  power  feed  is  thrown  in.  This  table  is  used 
for  repetition  work.  The  setting  of  the  micrometer  index  dial 
of  Gisholt  boring  mills  is  determined  when  the  cut  is  made 
on  the  first  piece,  making  trial  or  calipering  for  subsequent 
pieces  unnecessary.  For  additional  cuts  in  different  planes, 
it  is  necessary  to  have  a  tool  in  another  turret  post,  or  have 
another  setting  of  the  micrometer  index  dial  when  the  first 
piece  is  faced,  following  the  procedure  given  in  Table  ijE-f. 
If  a  tool  is  in  another  turret  post,  the  time  for  setting  and 
starting  the  cut  will  be  that  given  in  Table  ijK,  for,  in  order 
to  turn  the  turret  head,  it  has  to  be  brought  out  to  the  end  of 
the  rail,  the  turret  turned  .and  the  head  brought  back  again. 

TABLE   17J 

MANIPULATE  MACHINE  TO  SET  SQUARE-NOSE  FINISHING  TOOL  FOR  DEPTH  AND 

START  FIRST  CUT  ON  FACE  OF  WORK  (SET  DEPTH  OF  CUT 

TO  JUST  FINISH  ON  THE  FACE),  REVOLVE  TURRET 

TO  BRING  TOOL  TO  POSITION 

GISHOLT  BORING  MILLS 


Details  of  Operation 
1.  Loosen  clamp,  turn  turret  and  tighten 

Size  of  Machine  in 
Inches 

30 

36 

42 

Time  in  Minutes 

0.09 
0.38 
0.17 
0.12 
0.11 
0.04 
0.08 

0.09 
0.246 
0.215 
0.12 
0.11 
0.04 

'6.'  6s" 

0.10 
0.207 
0.17 
0.13 
0.11 
0.04 

6.05 

2.  Rapid  travel  head  over* 

3.  Rapid  travel  head  downward 

4.  Set  tool  for  depth 

5.  Tighten  set  screw  that  tightens  vertical  slide  to  head. 
6.  Start  table 

7.  Mesh  feed  gears  (on  30-inch  machine  only)  
8.  Throw  feed  clutch  in 

9.  FINISH  FACE. 

10.  Loosen  set  screw  that  tightens  vertical  slide  
11.  Rapid  travel  head  up    ....                   

0.11 
0.17 
0.355 

0.11 
0.215 
0.338 

0.11 
0.17 
0.28 

12.  Rapid  travel  head  over  to  end  of  rail  .  .  . 

Total  time  .  . 

1.63 

1.54 

1.37 

*  Refer  to  Note  t  under  Table   17-D-c. 
Refer  to  Note  B  under  Table   17. 


—  150  — 
TABLE    17 J -a 

MANIPULATE  MACHINE  TO  SET  SQUARE-NOSE  FINISHING  TOOL  FOR  DEPTH  AND 

START  ADDITIONAL  CUT  IN  DIFFERENT  PLANES  OR  SURFACES 

ON  FACE  OF  WORK  (SET  DEPTH  OF  CUT  TO  JUST 

FINISH  ON  THE  FACE) 

GISHOLT  BORING  MILLS 
REFER  TO  TABLE  17E-C 


TABLE    17/-6 

SET  MANIPULATING  MACHINE  TO  SET  SQUARE-NOSE  FINISHING  TOOL  FOR  DEPTH 

AND  START  ADDITIONAL  CUT  IN  THE  SAME  PLANE  ON  FACE  OF 

WORK  (MOVING  HEAD  OVER  TO  ANOTHER  SURFACE) 

GISHOLT  BORING  MILLS 
REFER  TO  TABLE  \7E-d 


TABLE   17A' 

MANIPULATE    MACHINE    TO    SET    ROUND -NOSE    ROUGHING    OR    SQUARE-NOSE 

FINISHING  TOOLS  FOR  DEPTH  AND  IN  GENERAL  ANY  TOOLS  USED 

FOR  FACING  WHERE  THE  POWER  FEED  is  THROWN  IN 

(TOOLS  HELD  IN  TURRET  TOOL  POST) 

GISHOLT  BORING  MILLS 


.Details  ot  Operation 

•s                                                              A, 

30 

36 

42 

Time  in  Minutes 

1.  Loosen  clamp,  turn  turret  and  tighten  
2.  Rapid  travel  head  over*  

'0.09 
0.38 
0.17 
0.20 
0.11 
0.04 
0.08 

0.09 
0.246 
0.215 
0.20 
0.11 
0.04 

"o.'os" 

0.10 
0.207 
0.17 
0.20 
0.11 
0.04 

6.05 

o.'ii  " 

0.17 
0.28 

3.  Rapid  travel  head  downward  
4.  Set  tool  to  depth  by  micrometer  index  dial  
5.  Tighten  set  screw  that  tightens  vertical  slide  to  head 
6.  Start  table..      .  . 

7.  Mesh  feed  gears  (on  30-inch  machine  only)  
8.  Throw  feed  clutch  in  . 

9.  FACE,  ROUGH  or  FINISH 

10.  Loosen  set  screw  that  tightens  vertical  slide 

0.11 
0.17 
0.355 

0.11 
0.215 
0.338 

11.  Rapid  travel  head  up  

12.  Rapid  travel  head  over  to  end  of  rail.  .  .    . 

Total  time  to  set  and  start  cut  

1.71 

1.64 

1.44 

Size  of  Machine  in 
Inches 


*  Refer  to  Note  f  under  Table   17D-C. 
Refer  to  Note  B  under  Table  17. 


On  all  facing  cuts  there  is  a  clamping  nut  to  tighten  the 
ram,  or  up  and  down  slide,  after  the  desired  dimension  has 
been  set.  This  nut  must  be  loosened  after  the  cut  has  been 
made. 


—  151  — 

The  data  submitted  in  Tables  ijF  to  ijK  apply  to  Gisholt 
boring  mills  of  the  30-,  36-  and  42-inch  class  only,  as  turret 
tool  posts  for  the  ordinary  line  of  work  are  only  found  on 
machines  up  to  and  including  the  42-inch  size.  For  certain 
classes  of  work  the  turning  tools  remain  in  the  turret  for  the 
whole  time,  so,  when  work  has  been  clamped  to  the  table  it 
is  only  necessary  to  manipulate  the  turret  to  bring  the  tool  into 
position  for  the  cut  that  it  is  to  make.  The  head  is  then  rapid 
traveled  over  and  down  to  a  position  to  start  the  cut.  The 
cut  is  started  and  the  tool  is  set  to  depth  according  to  the  method 
illustrated  in  Table  ijK,  and  the  various  operations  of  measuring 
are  performed  until  the  desired  dimension  is  obtained,  after 
which  the  rating  on  the  micrometer  index  dial  is  noted  if  du- 
plicate pieces  are  to  be  machined.  At  the  completion  of  the  cut 
the  head  is  rapid  traveled  up  and  back.  If  cuts  are  to  be 
made  with  the  other  tools  the  necessary  manipulation  of  the 
turrec  is  done  to  bring  the  next  tool  into  position.  The  head  is 
then  rapid  traveled  over  and  down  to  a  position  to  start  the 
cut  according  to  the  method  shown  by  the  table  for  the  desired 
kind  of  cut.  If  duplicate  pieces  are  to  be  made  the  reading 
on  the  micrometer  index  dial  is  noted.  At  the  completion 
of  the  cut  the  head  is  rapid  traveled  back.  This  procedure  is 
continued  until  all  of  the  tools  in  the  heads  are  set,  if  this  is 
required,  or  it  is  possible  to  set  the  same  tool  to  several  dif- 
ferent dimensions  by  noting  the  readings  on  the  micrometer 
index  dial.  It  follows  then  that  for  cuts  on  duplicate  pieces 
where  the  readings  on  the  micrometer  index  dial  have  been 
noted  the  times  are  considerably  shorter. 

In  a  number  of  cases  it  is  not  necessary  to  allow  time  for  setting 
and  tightening  tools  in  the  turret  tool  posts  and  for  removing 
them  as  this  may  be  done  while  the  cut  is  in  progress.  However, 
this  practice  is  often  accompanied  with  some  danger  and  the 
saving  of  time  does  not  warrant  the  risk. 

The  fundamental  time  tables  here  presented  cover  only  a 
small  portion  and  the  most  elementary  of  machine  operations  on 
Gisholt  boring  mills.  In  some  shops  it  may  be  found  that  other 
combinations  of  fundamental  operations  would  be  useful.  A 
careful  study  of  the  tables  submitted  will  demonstrate  clearly 
how  they  are  built  up  and  arranged  and  the  same  procedure 
can  be  followed  in  compiling  tables  for  more  special  or  com- 
plicated operations.  It  should  be  stated,  however,  that  all 
tables  should  be  carefully  studied  before  attempting  to  make 
practical  use  of  them  or  to  compile  new  ones. 


CHAPTER  XI 

MACHINING,    LOOSING   JAWS    AND    REMOVAL    OF   WORK 

THE  actual  machining  (removal  of  metal)  is,  of  course, 
the  ultimate  objective  of  the  preparatory  work  on  all 
machine  tools.  The  landing  of  the  work,  setting  of  the  tools, 
manipulation  of  the  machine  to  start  cuts,  and  the  various 
operations  for  which  the  elementary  time  tables  presented  in  the 
preceding  chapters  list  the  necessary  elements  and  unit  times, 
form  but  incidental,  though  nevertheless,  extremely  important, 
aids  as  guides  in  the  economic  and  efficient  conduct  of  the  work. 
Though  it  is  true  that  it  is  in  the  performance  of  such  preparatory 
operations  that  a  considerable  portion  of  the  time  consumed  in 
a  complete  job  on  a  boring  mill,  for  example,  may  be  spent — 
and  not  infrequently  inefficiently  spent,  unless  an  approved 
standardized  procedure  is  followed — the  value  of  time  study  as 
a  basis  for  rate  setting  is  seriously  discounted,  if  not  made 
entirely  valueless,  unless  machining  operations  are  standardized 
so  that  the  time  actually  consumed  in  removing  metal  can  be 
accurately  predetermined. 

Standardization  of  machining  operation  does  not  constitute 
an  actual  part  of  time  study  work,  but  is  rather  a  factor  in- 
separable therefrom,  upon  which  the  value  of  time  study  may 
be  said  to  depend.  Removal  of  metal  is  a  mechanical  process 
which,  barring  accident,  depends  for  effectiveness  on  the  proper 
selection  of  cutting  speed  and  feed,  the  characteristics  of  the 
metal  to  be  machined,  the  depth  of  the  cut,  etc.,  considered  in 
conjunction  with  the  power  of  the  machine.  All  of  these 
elements  should  be  standardized  so  that,  with  a  knowledge  of 
the  machining  processes  to  be  performed  on  a  given  pieceof  work, 
the  time  required  for  the  operation  to  be  efficiently  performed 
can  be  accurately  calculated.  As  in  many  cases  of  machining, 
the  net  machining  time  is  the  greater  portion  of  the  total  time 
for  the  job,  it  is  essential  that  it  be  possible  to  make  such 
calculations  with  accuracy. 

Dr.  Frederick  W.  Taylor,  in  his  published  work,  "The  Art 
of  Cutting  Metals,"  gave  to  industry  the  invaluable  secrets 
governing  the  machining  of  certain  metals,  the  application  of 


—  153  — 

which  to  the  metal-working  industry  has  been  so  extensively 
furthered  by  his  co-worker,  Carl  GL  Barth.  ^Scientific  time 
study  presupposes  a  knowledge  of  the  principles  of  metal 
cutting,  when  applied  to  the  machine  shop,  and  their  commercial 


application.  Unfortunately,  many  attempts  are  made  at  rate 
setting  for  machining  operations  in  connection  with  which  no 
adequate  knowledge  of  metal  cutting  is  available  for  application. 

In  time-study  work  for  rate  setting  for  machining  operations 
all  the  aids  and  approved  short  cuts  in  calculating  machining 
times,  such  as  tabulated  data,  Barth  slide  rules  for  predetermin- 
ing feeds  and  speeds,  etc.,  should  be  employed.  It  may  be  as- 
sumed, therefore,  that  machine  speeds  and  feeds  have  been 
standardized,  the  characteristics  of  the  metal  to  be  cut  known— 
approximately,  at  least — and  a  knowledge  possessed  of  all  other 
factors  necessary  to  establish  accurate  machining  times.  In 
making  the  necessary  calculations,  it  must  be  remembered,  how- 
ever, that  the  length  of  the  actual  cut  should  be  supplemented 
by  that  of  the  trial  cuts  that  have  to  be  taken  in  calipering  or 
gaging  and  the  necessary  adjustment  of  the  tool  for  the  proper 
depth  of  cut,  preparatory  to  the  act  of  finally  starting  the  correct 
cut.  That  is,  in  the  case  of  a  finishing  cut  on  the  outside  diame- 
ter of  work  on  a  30  or  36-inch  boring  mill  which  measures  8 
inches  in  length,  for  example,  the  machining  time  should  be 
figured  for  a  cut  of  8^  inches — the  additional  y%  inch  being 
necessary  for  the  two  trial  cuts  for  the  calipering  to  set  ac- 
curately the  square-nose  tool  to  depth.  Under  some  conditions 
an  allowance  must  also  be  made  in  connection  with  roughing 
cuts,  because  of  roughness  of  work. 

The  task  time  for  a  specific  job  should  include,  furthermore, 
the  time  required  to  remove  the  work  from  the  machine  and 
this — in  the  case  of  Gisholt  boring  mills,  at  least — differs  from 
that  required  to  land  the  work  on  the  boring-mill  table.  Before 
actually  removing  the  work  from  the  jaws  of  the  chuck,  or 
freeing  it  from  the  table,  the  chuck  jaws,  or  the  holding  clamps, 
have  to  be  loosened.  Typical  of  the  elementary  operations  en- 
tailed and  the  unit  times  involved  for  such  operations  are  data 
listed  in  Table  19  for  Gisholt  boring  mills  of  the  30-,  36-,  42- 
and  oo-inch  classes.  The  chuck  jaw  wrench  has  to  be  obtained 
from  the  tool  tray,  the  jaws  opened  so  the  work  may  be  removed 
and  the  wrench  returned  to  the  tray. 

If  the  work  can  be  handled  by  hand,  which,  if  the  piece 
is  not  of  an  unwieldly  shape,  can  usually  be  done -provided  the 
piece  weighs  less  than  80  or  100  pounds,  the  operation  of  re- 
moving the  piece  from  the  machine  and  placing  in  on  the  floor 


—  154  — 


calls  for,  on  the  average,  a  lift  of  about  ^/>  feet  and  a  carry 
of  some  6  feet  or  so.  These  arbitrary  distances  should  ap- 
proximately locate  the  position  of  the  finished  product  on  the 
floor,  in  reference  to  the  normal  position  of  the  workman  when 
at  the  machine,  and  were  used  in  taking  the  time  studies  sum- 
marized in  Table  19^.  The  data  presented  are  applicable  to 
the  ordinary  line  of  work  conducted  in  an  efficiently  laid  out 
shop,  but  if  the  conditions  affecting  the  operation  are  abnormal, 
or  the  work  has  to  be  removed  to  some  point  considerably 
further  from  the  machine,  the  unit  times  should  be  modified 
accordingly. 

TABLE   19  1 

DETAIL  TIME  OP  OPERATION  TO  LOOSENING  JAWS  TO  REMOVE  PIECE 
GISHOLT  BORING  MILLS 


Details  of  Operation 

Size  of  Machine  in  Inches 

30 

36 

42 

60 

84 

Number  of  jaws  loosened  

1 

0.035 
0.12 
0.035 

1 

0.04 
0.18 
0.04 

1 

0.045 
0.24 
0.045 

2 

0.06 
0.50 
0.06 

1    Get  chuck  wrench  from  tray       » 

2.  Loosen  jaws  to  remove  piece  

3    Remove  wrench  to  tray 

Total  time  to  loosen  jaws  

0.19 

0.26 

0.33 

0.66 



Tools  required:     Chuck  jaw  wrench. 

1  The  number  18  is  omitted  from  the  list  of  table  numbers  presented  for  the  Gisholt  boring  mills 
under  such  number  could  be  classified  the  data  pertaining  to  machining  time. 

TABLE    WA 

DETAIL  TIME  OF  OPERATION  TO  REMOVE  PIECE  FROM  MACHINE  TO  FLOOR  BY  HAND 
GISHOLT  BORING  MILLS 


WEIGHT    IN    POUNDS 


5 

10 

20 

30 

40 

50 

60 

70 

80 

90 

100 

1  .  Pick  up  piece  from  machine 
remove  to  floor  six  feet 
away  

0.077 

0.085 

0.098 

0.114 

0.132 

0.152 

0.174 

0.195 

0.213 

0.23 

0.246 

NOTE:     In  landing  a  piece  on  the  table  and  removing  it  by  hand,  a  man  walks  to  the  piece  six 
feet  from  machine,  lifts  3%  feet,  returns  six  feet  and  lands  it  in  the  chuck  jaws. 

When  the  work  is  too  heavy  or  cumbersome  to  be  removed 
from  the  boring  mill  by  hand,  the  use  of  a  power  hoist  for 
handling  the  piece  becomes  advisable,  if  not  absolutely  neces- 
sary, just  as  in  landing  the  work  on  the  boring-mill  table. 
Work  pieces  weighing  more  than  80  pounds  entail  such  procedure, 
as  a  rule.  The  operation  of  removing  the  work  from  the 
machine,  in  such  a  case,  calls  for  bringing  a  crane  over  the  work, 
attaching  the  chain  sling  or  other  tackle,  hoisting  and  removing 


—  155  — 

the  work  from  the  immediate  vicinity  of  the  boring  mill  and 
then  removing  the  chain  sling.  Detail  times  for  the  funda- 
mental operations  involved,  other  than  the  time  actually  con- 
sumed in  hoisting  and  removing  the  work,  with  a  lo-ton  Shaw 
electric  traveling  crane,  are  listed  in  Table  iqB.  In  Table 
iqB-a  summaries  of  the  data  in  the  preceding  table  together 
with  the  detail  time  for  the  actual  hoisting  and  removing  of 
pieces  weighing  from  90  to  1,250  pounds  are  listed.  The  tables 
are  based  on  an  average  hoist  of  about  4  feet  and  a  travel  from 
the  boring  mill  to  the  landing  place  on  the  floor  of  15  feet. 
The  studies  were  made  with  the  use  of  a  lo-ton  Shaw  electric 
traveling  crane,  but  are  as  applicable  to  any  other  type  of 
crane  of  similar  hoisting  speed  and  adequate  power.  Should 
cranes  operated  at  other  hoisting  speeds  be  employed,  it  is 
only  necessary  to  modify  the  unit  times  of  the  elementary 
operation  of  actual  hoisting  to  make  the  time  tables  generally 
applicable — at  least  for  all  practical  purposes. 

In  tracing  the  process  of  work  on  a  Gisholt  boring  mill  from 
the  preparation  of  the  machine  to  the  removal  of  the  work, 
the  elementary  time  tables  have  been  presented  as  nearly  as 
possible  in  the  sequence  of  the  progress  of  the  work,  but  in 
recording  and  classifying  time-study  data  it  is  customary  to 
group  operations  of  similar  nature,  or  operations  which  have 

TABLE   19B 

DETAIL  TIME  OF  OPERATION  TO  SECURE  CHAIN  SLING  ON  PIECE  TO  HOIST  AND 
REMOVE  FROM  MACHINE 

GISHOLT  BORING  MILLS 


Details  of  Operation 

Weight  in  Pounds 

To  150 

Above 
500 

Above 
1000 

1  .  Call  crane  

Time  in  Minutes 

1.50 
0.20 
0.43 
0.08 

1.50 
0.20 
0.62 
0.11 

1.50 
0.20 
0.74 
0.13 

2.  Crane  moved  over  work     

3.  Loop  chains  about  work  

4.  Make  chain  sling  taut  

Total,  securing  rope  to  remove  

2.21 

2.43 

2.5»7 

5.  Hoist  and  remove . 


.See  Table  IQB-a 


6.  Remove  chains  from  about  work  ... 

0  17 

0  20 

0  23 

Total,  removing  chains  after  piece  has  been  re- 
moved .... 

0  17 

0  20 

0  23 

—  156  — 


TABLE    19B-a 

DETAIL  TIME  OF  OPERATION  TO  HOIST  AND  REMOVE  PIECE  TO  FLOOR 
GISHOLT  BORING  MILLS 


WEIGHT    IN   POUNDS 

Details  of  Operation 

90 

100 

125 

150 

200 

250 

300 

400 

500 

700 

1000 

1250 

1  .  Secure  chains  to  work 

(Table  195)  

2.21 

2.21 

2.21 

2.21 

2.43 

2.43 

2.43 

2.43 

2.43 

2.57 

2.57 

2.57 

2.  Hoist  (about  two  feet) 

from  chuck  jaws  .  . 

0.07 

0.07 

0.07 

0.07 

0.071 

0.072 

0.073 

0.074 

0.075 

0.082 

0.096 

0.11 

3.  Travel  to  pile  (about 

ten  feet)  

0.116 

0.118 

0.12 

0.122 

0.125 

0.128 

0.132 

0.140 

0.150 

0.165 

0.194 

0.22 

4.  Lower  and  land  piece 

on  pile  

0.077 

0.078 

0.079 

0.081 

0.083 

0.086 

0.090 

0.096 

0.105 

0.116 

0.138 

0.16 

5.  Remove  chains  after 

piece  has  been  re- 

moved   to    floor 

(Table  19£)  

0.17 

0.17 

0.17 

0.17 

0.20 

0.20 

0.20 

0.20 

0.20 

0.23 

0.23. 

0.23 

Total  time  to  hoist 

. 

and   remove    piece 

to  floor  

2.643 

2.646 

2.649 

2.653 

2.909 

2.916 

2.925 

2.940 

2.960 

3.163 

3.228 

3.29 

Total  for  practical  use 

2.60 

2.  95 

3  20 

Tools  required:     10-ton  Shaw  electric  traveling  crane  or  power  hoist  of  equal  hoisting  speed- 

to  be  repeated  in  an  opposite  order,  together  in  the  same  tables, 
or  under  one  classification.  For  instance,  the  preparation  of 
the  machine  to  start  work — landing  the  work,  etc. — and  the 
restoration  of  the  machine  to  normal  condition — removing  the 
work,  etc. — would  come  under  one  classification.  The  manipu- 
lation of  the  machine  preparatory  to  commencing  work  and 
'before  various  cuts,  would  be  considered  one  class  of  work,  and 
also  the  manipulation  of  the  machine  at  the  end  of  the  cut. 
Clamping  or  otherwise  holding  the  work  and  loosening  and  re- 
moving clamps  would  be  similarly  classified.  Another  class 
of  operations  would  include  both  the  setting  of  the  tools  pre- 
paratory to  machining  and  the  removal  of  the  tools  on  com- 
pletion of  the  cut. 

The  classification  of  time  study  data  is  a  subject  quite  dis- 
tinct from  the  taking  of  time  studies,  despite  its  close  relation- 
ship, and  will  be  taken  up  in  an  appendix  following  an  example 
in  the  use  of  the  elementary  time  tables  derived  from  the  machine 
studies  on  Gisholt  boring  mills. 


CHAPTER  XII 

DEVELOPING  A  RATE  FROM  FUNDAMENTAL  OPERATION  TABLES 

AN  example  in  the  use  of  Gisholt  boring-mill  elementary 
time  tables  for  ascertaining  the  length  of  time  that  should 
be  allowed  to  perform  a  specific  piece  of  work,  or  job,  will 
serve  to  demonstrate  most  effectively  the  approved  procedure 
in  the  use  of  such  time  study  data  for  practical  purposes.  It 
will  also  indicate  a  basis  for  a  convenient  classification  more 
adaptable  to  working  conditions  than  the  arrangement  of 
tables  in  the  chronological  order  in  which  they  were  presented 
in  the  preceding  chapters  and  afford  an  appropriate  opportunity 
of  explaining  the  approved  form  of  instruction  card. 

Typical  of  the  work  suited  to  a  boring  mill,  of  a  simple 
character,  is  the  machining  of  a  cast-iron  bushing  of  4O-inch 
diameter,  8-inch  face  and  34-inch  bore,  the  rough  casting  for 
which  would  weigh  in  the  neighborhood  of  1,000  pounds. 
There  would  be  about  half  an  inch  of  metal  to  be  removed 
from  each  surface  of  the  rough  casting  and  the  work  would 
call  for  a  machine  of  the  6o-inch  Gisholt  boring-mill  class. 
To  machine  such  a  piece  four  major  operations  would  be  re- 
quired, dividing  the  work  into  two  parts — 1st,  turning  and  fac- 
ing one  end  of  the  bushing,  and  2d,  boring  and  facing  the  other 
end. 

A  standard  form  of  instruction  card  for  recording  the  in- 
structions and  time-study  data  is  shown  in  Fig.  51,  arranged  for 
vertical  filing,  with  an  index  of  the  task  along  the  right-hand 
edge  of  the  card  and  a  tabulated  summary  of  the  time  allow- 
ances, also  at  right  angles  to  the  body  of  the  instructions, 
in  the  upper  right-hand  corner.  The  main  body  of  the  card 
is  divided  into  a  number  of  vertical  columns  for  convenience  in 
posting  the  time-study  data.  The  first  column  is  provided 
simply  for  the  numerical  indexing  of  the  consecutive  operations, 
or  items,  entailed,  while  the  second  .column  is  reserved  for  the 
insertion  of  the  unit  times  for  the  necessary  tool  setting  and 
machine  manipulation  preceding  and  immediately  following  each 
machining  operation.  Then  comes  the  wide  column  for  the 


—  158  — 

detailed  instructions,  followed  by  three  columns  for  the  inser- 
tion of  strictly  technical  information  concerning  the  specific 
machining  operations.  The  last  two  vertical  columns  are 
those  in  which  are  recorded  the  unit  times  for  the  various 
operations,  as  obtained  from  the  Gisholt  boring-mill  tables. 
The  first  is  for  recording  the  unit  times  pertaining  to  prepara- 
tion, cleaning  machine,  removing  the  work,  dismantling  and 
such  other  acts  incidental  to  the  job  but  not  of  a  productive 
character,  and  the  second  column  for  all  unit  times  involved 
in  the  actual  production. 

An  analytical  study  of  the  detailed  instructions  for  the 
scheduled  items  shows  that  they  may  be  grouped  to  form,  in 
their  proper  order,  the  twelve  fundamental  operations  mentioned 
in  Chapter  VII  as  common  to  bor^iing-mill  work,  with  but  one 
unimportant  change  made  for  greater  convenience  in  compiling 
the  instruction  card.  This  variation  consists  simply  in  grouping 
the  related  fundamental  operation  combinations  of  setting  tools 
and  manipulating  machine  to  start  cuts  and  that  of  manipulat- 
ing machine  at  end  of  cuts  and  removing  tools  under  one  general 
heading,  "Manipulate  machine  to  set  and  start,"  and  placing 
this  combination  of  four  fundamental  operations  after  the 
operation  or  operations  of  machining.  The  twelve  fundamental 
operations  are  thus  reduced  to  nine,  as  follows: 

1.  Preparing  for  work, 

2.  Landing  work  in  machine, 

3.  Making  work  run  true, 

4.  Securing  work  in  machine, 

5.  MACHINING, 

6.  Manipulating  machine  to  set  and  start  cuts, 

7.  Loosening  chuck  jaws, 

8.  Removing  work, 

9.  Restoring  machine  to  normal  condition. 

As  the  job  divides  itself  into  two  parts,  the  foregoing  sequence 
of  operations  occurs  twice,  but  for  the  acts  of  preparation  and 
conclusion.  The  preparation — other  than  the  necessary  turning 
of  the  chuck  jaws  on  commencing  the  second  part  of  the  work, 
landing  the  work  within  the  reversed  jaws  and  closing  the 
jaws  on  the  work — is  limited  to  the  first  part  of  the  job,  while 
the  conclusion — except  for  the  removal  of  the  work  on  the 
completion  of  the  first  part — occurs  on  the  completion  of  the 
second  part  of  the  work.  A  few  operations  not  fundamental  to 
the  preparation  and  production  acts,  the  unit  times  for  which 
are  estimated  or  derived  from  experience,  are  listed  as  being 
essential,  such  as  procuring  job  cards,  etc.,  and  cleaning  the 


159  — 


INSTRUCTION  CARD 

ORB 

e*  NO. 

j 

,  "^rjjpp            lu 

)/ 

£k' 

:^ 

SKET 

'* 

S 

I     w 

f& 

p=§3S=S^*li                 !**§ 

^~ 

^^ 

pi! 

g 

Lt 

S      IS-^&^^i     J  I  PART  1.                            IT5 

^-& 

-H^ 

5 

PART  2. 

1  1 

NO.OF 

TOOL  SETTING 

AND 

NO 

FEED 

SPINDLE 

PREPARAT- 
ION 

UN   T 

ITEMS 

MAC  HI  NE 

DETAILED           INSTRUCTIONS 

OF 

PER 

SPEED 

TIME  IN 

T  ME  IN 

MANIPULATION 

CUTS 

REVOLUTIO 

R.P.M. 

MINUTES 

M  NUTES 

1 

Change   job  card  a.t  window 

2.50 

« 

2 

Return   to  machine 

1.50 

: 

3, 

liove   rail   from  normal  -   5-in   C2able  2A) 

2.98 

f 

PART  1  .     TURN  OUTSIDE  DIA1STER  AND 

FACE  ONE  END 

4" 

Set  chuck  jaws   to  line   (Table   6) 

4.85 

H 

5 
ft 

Uake  piece   run   true    (Table  12) 

6.35 

2  .00 

1 

e 

(3.50) 

ROUGH  TURN   (A)    9   in.   run    (Tool  PURC) 

2 

0.08 

4.75 

46.00 

1 

(1.S6) 

P 

9 

(2.34) 

ROUGH  FACE   (E)    3-3/4   in.   run   (Tool  PURE) 

2 

0.08 

4.75 

p. 

(1.  35  ) 

o- 

10 

44.  04 

FINISH  TURN   (A)    -  8-3/4   in.   run 

2 

(Tool  PSFA) 

1 

0.375 

3.35 

6.60 

11 

2.80 

FINISH  FACE   (B)    -  3-1/2   in.   run 

(Tool  PSFA) 

1 

0.375 

3-35 

2.80 

12 

Manipulate  machine   to  set  and  start  cuts 

I  Tables  17b-17A-17Ia-17DC-17EB-4-17EA) 

15.99 

13 
14 

Loosen  jaws    (Table  19) 
Hoist  and   remove  piece'  (Table  19B-a) 

0.66 
3.20 

I'H 

15 

Clean  table   (estimated) 

5.00 

L£ 

TOTAL  UNIT   TIliE 
55.60  Machine   Time     5C' 

78.97 

23.37  Handling  Time  28^ 

\',ll 

TOTAL  ALLOWED  TIME,     PART     1 

'68.30 

PART  2.     POKE  AIO>  FACK  OTHER  END 

-0 

16 

7um  chuck  jaws  end  for  end   (Table  6   ) 

6.68 

3  c+ 

17 

Hoist  an6  land  piece    (Table  11A) 

2.00 

18 

ik.ke  piece  run   true    (Table   12) 

6.35 

19 
20 

(3.30) 

Tighten  chuck  jaws    (Table  12A) 
ROUGH  BORE   (C)    -   8-1/2   in.   run   (Tool  PURC) 

2 

0.08 

5.75 

1  .52 

37.  CO 

(i.ec) 

^ 

21 

(2.56) 

ROUGH  FACE   (D)    -   3-1/4   in.   run   (Tool  PURE) 

2 

0.08 

5.75 

8 

(1.3J>) 

M 

22 

3.  £3 

FINISH  BORE   (C)    -   8-1/4   in.   run(Tool  PSFA) 

1 

0.375 

3.90 

5.80 

0 

23 
24 

3.01 

FIl.'ISH  FACE   (D)    -   3-1/4  in  .run   (Tool  PSFA) 
lEanipulate  machine   to  set  and  start  cuts. 

1 

0  .375 

3  .90 

2.40 

Cables   17A-17A-17Di-17DC-17BA-4-17FB) 

16.  Cl 

25 

Loosen  jaws    (Table  19) 

•  0.66 

26 

Hoist  and   remove  piece    (Table   19B-a) 

3.20 

27 

Clean  table   (estimated) 

5.00 



28 

Move  rail  back  to  normal  -  5  in.    (Table  2A) 

2.98     ' 

H 

29 

Have  job  card  signed 

2.50 

w 

30 

Take  job  card  to  window  to  change  jobs 

1.50 



48.19     ' 

Allowance  25f.- 

12.06 

—  —  — 

o  O 

TOTAL  TOE  ALLOWED  FOR  PREPARATION 

60.25 

TOTAL  UNIT  TIUE 

66.59 

<zl 

4?.  20  Machine    time        5^ 

2.26 

*"*  *^ 

23.39  Handling  Time  28% 

6.55 

TOTAL  ALLOWED  TIME,      PART  2 

77.40 

TOTAL  ALLOTOD  TIKE,    .PART  1 

68.30 

T01AL  THE  PER  PIKCT 

165.70 

^ 

r.Vo".,""  ":,":  .v  .?"  :*  ,•••"  "*• 

0»TH             D., 

.... 

11                2 

1918 

D.V.U. 

FIG.    51 — INSTRUCTION    CARD    FOR   CAST-IRON    BUSHING 


.      —  160  — 

boring-mill  table  on  completion  of  each  part  of  the  job,  but  the 
necessity  for  their  insertion  is  quite  apparent. 

The  first  two  items,  changing  the  job  card,  or  ticket,  and  re- 
turning to  the  machine,  are  essentially  preparatory  in  nature 
and  have  to  be  performed  but  once,  so  the  unit  times  involved 
—their  values  established  by  experience  and,  obviously,  subject 
to  considerable  variation  in  different  shops — are  entered  in  the 
preparation  time  column.  The  next  act,  moving  the  rail  from 
normal,  is  also  preparatory  to  the  actual  job  and  has  to  be 
performed  but  once,  so  its  unit  time — obtained  from  Table  zA 
of  the  Gisholt  boring-mill  data — is  entered  in  the  preparation 
time  column. 

The  fourth  of  the  listed  items  constitutes  the  real  commence- 
ment of  the  actual  job,  but  is  also  of  the  nature  of  preparation 
and  being  necessary  but  once,  its  unit  time — obtained  from  the 
data  tables — is  entered  in  the  preparation  column.  The  landing 
of  the  work  on  the  boring-mill  table  is  a  fundamental  operation 
for  each  bushing,  so  the  time  entailed  is  placed  in  the  unit- 
time  column,  where  the  unit  times  for  all  productively  essential 
operations  are  posted.  Making  the  piece  run  true  is  also  a 
fundamental  operation,  but  as  the  skillful  operator  could  by 
suitable  marks  on  the  two  chuck  jaws,  which  have  to  be  moved 
to  remove  the  work,  avoid  the  necessity  of  truing  up  subsequent 
pieces  of  similar  dimensions,  time  for  the  act  is  required  but  once, 
so  the  necessary  unit  time  is  entered  in  the  preparation  time 
column.  However,  if  very  accurate  turning  were  required  and 
each  piece  machined  had  to  be  trued,  the  unit  time  for  the 
act  would  be  posted  in  the  unit-time  column. 

The  balance  of  the  items  listed  for  work  on  the  first  part 
are  all  fundamental  to  the  work — with  the  exception  of  cleaning 
the  boring-mill  table — so  their  respective  unit  times  are  entered 
in  the  unit-time  column.  The  various  tables  referred  to  in 
connection  with  the  detailed  instructions  give,  in  each  case, 
the  source  of  the  respective  unit  times. 

The  machining  operations,  Items  8,  9,  10  and  n,  require  for 
the  determination  of  their  respective  unit  times  information 
as  to  the  exact  machine  speeds  and  feeds  to  be  used.  A  knowl- 
edge of  the  available  power  of  the  machine,  the  kind  of  material 
to  be  machined — its  physical  characteristics — and  the  cutting 
qualities  of  the  tools  to  be  employed  is  involved.  The  available 
power  is  particularly  important  in  the  case  of  roughing  cuts. 
A  standardization  of  machine  tools,  as  suggested  by  Carl  G. 
Barth,  in  a  paper  presented  before  the  American  Society  of 
Mechanical  Engineers  in  1916,  would  greatly  simplify  the 


—  161  — 

determination  of  the  times  required  for  the  machining  opera- 
tions, particularly  if  use  is  made  of  his  slide  rules  for  determining 
the  correct  speeds  and  feeds  when  the  diameter  of  the  work, 
depth  of  cut  and  the  class  of  material  to  be  cut  is  known.  It 
is  necessary  to  have  calibrated  the  machine  tool  for  speeds  and 
feeds  and  tabulated  the  data  for  reference  before  it  is  possible 
to  predetermine  intelligently  the  time  required  to  perform 
machining  operations,  in  any  event,  but  without  standardiza- 
tion and  the  convenience  of  all  approved  aids  for  making  com- 
putations the  predetermination  of  machining  times  is  made 
much  more  difficult.  More  time  is  required  for  the  calculations, 
errors  are  more  liable  to  occur  and  the  full  value  of  time  study  is 
not  realized. 

In  the  case  of  finishing  cuts,  the  available  power  of  the 
machine  is  of  small  moment,  for  there  is  sure  to  be  sufficient 
power  for  such  cuts,  if  the  power  is  ample  for  the  heavier 
roughing  cuts.  A  knowledge  has  to  be  acquired,  however,  of 
the  proper  cutting  speeds  and  feeds  for  the  different  kinds  of 
tools  employed  and  for  the  materials  machined.  Data  may  be 
determined  by  experiment,  but  to  be  reliable  the  investigations 
must  be  systematic  and  comprehensive. 

The  proper  machine  speeds  and  feeds  for  the  various  cutting 
operations,  Items  8,  9,  10  and  II,  determined,  they  are  entered 
on  the  instruction  card  and  the  length  of  runs,  or  cuts,  calculated 
and  recorded,  as  shown.  In  figuring  the  run  for  roughing  cuts, 
an  allowance  for  undue  roughness  of  casting  is  advisable,  if  not 
necessary,  while  for  finishing  cuts,  it  is  necessary  to  allow  trial 
cuts  for  calipering.  Two  roughing  cuts  are  allowed  and  one 
finishing  cut  on  each  surface  of  the  bushing,  so  the  calculations 
for  length  of  run  are  slightly  involved.  In  the  case  of  the  two 
roughing  cuts  over  the  face  of  the  bushing,  one  is  necessary 
over  the  full  face  of  the  rough  casting — 9  inches  plus  any 
allowance  for  roughness — and  the  second  over  but  about  8^ 
inches,  as  before  the  second  cut  is  started  the  face  of  the  casting 
has  been  reduced  by  the  thickness  of  the  first  rough  facing  cut. 
The  mean  run  of  the  rough  turning  tool  is  then  approximately 
9  inches.  In  calculating  the  mean  run  of  the  rough  facing  tool, 
even  more  of  an  approximation  is  sufficiently  accurate  for 
practical  purposes.  The  first  rough  facing  cut  is  commenced 
after  the  first  roughing  cut  on  the  diameter  of  the  casting  has 
been  started — the  thickness  of  the  ring  being  less  than  the  face 
of  the  casting — so  its  run  is  less  than  4  inches,  the  thickness  of 
the  rough  ring.  Similarly,  the  second  rough  facing  cut  is  com- 
menced after  the  start  of  the  second  roughing  turning  cut,  so 


-162- 

its  run  is  not  much  more  than  3^  inches.  The  mean  length 
of  run  for  the  rough  facing  cuts  may  be  taken  as  3^  inches, 
however,  for  all  practical  purposes.  In  the  case  of  the  finishing 
cuts,  a  ^-inch  trial  run  is  added  to  the  actual  face  of  the  partly 
machined  bushing,  making  the  finish  cut  run  8J^  inches,  but 
no  trial  run  is  necessary  for  the  facing  tool,  for  any  slight  error 
can  be  corrected  when  facing  the  other  end  of  the  bushing.  The 
lengths  of  the  respective  mean  runs  are  entered  on  the  in- 
struction card,  with  the  symbol  of  the  particular  tool  to  use  in 
each  case.  With  the  length  of  runs  determined  and  the  correct 
feeds  and  speeds  known,  the  unit  times  for  the  actual  cutting 
operations  are  calculated  and  entered  in  the  column  of  unit 
times. 

The  time  values  inserted  in  the  column  headed  "Tool  Setting 
and  Machine  Manipulation"  are  the  unit  times  for  such  setting 
of  the  tool,  manipulating  the  machine  to  start  and  at  end  of 
cut  and  removing  the  tool,  as  may  be  required  for  the  respective 
cuts — the  times  obtained  from  the  data  tables.  For  the  rough- 
ing cuts,  two  such  entries  are  made  as  there  are  two  cuts  to  be 
taken,  but  for  the  single  finishing  cuts  one  entry  is  sufficient. 
These  tool  setting  and  machine  manipulating  times  are  then 
added  and  their  sum  entered  in  the  unit  time  column  as  the 
time  for  Item  12,  "Manipulate  machine  to  set  and  start  cut." 

The  unit  times  for  Items  13  and  14  are  obtained  directly 
from  the-  data  tables  and  entered  in  the  unit  time  column,  for 
they  are  fundamental  to  the  work.  Item  15,  cleaning  the 
boring-mill  table,  is  a  necessary  but  not  essential  act  in  the 
work.  It  is  customary  to  make  a  time  allowance  for  such 
cleaning  but  once  for  each  part  of  the  job,  whether  the  job 
calls  for  one  bushing  or  several,  as  the  operator  can  clean  off 
his  boring-mill  table  without  interfering  with  the  steady  progress 
of  his  work,  if  he  has  more  than  one  bushing  to  machine.  He 
would  complete  the  first  part  of  the  work  on  all  bushings  before 
commencing  the  second  part.  The  time  for  cleaning  the  boring- 
mill  table  is,  therefore,  inserted  in  the  preparation  time  column. 

The  unit  times  for  the  various  items  constituting  the  second 
part  of  the  work  are  obtained  in  a  similar  manner.  The 
acts  of  preparation  and  conclusion  of  task  differ,  but  the  in- 
structions for  the  various  acts  as  given  on  the  instruction  card, 
with  the  references  as  to  the  source  from  which  the  unit  times 
are  obtained,  should  make  the  procedure  quite  apparent. 

The  column '  headed  "Preparation  Time"  is  totaled  and  a 
flat  allowance  of  25  per  cent,  added  to  give  the  time  allowed  for 
preparation.  The  column  of  unit  times  entailed  in  the  actual 


—  163  — 

conduct  of  the  work  is  also  summed  up  for  each  of  the  two 
parts  of  the  job.  To  the  machine  time  included  in  the  sum- 
mations is  added  an  allowance  of  5  per  cent,  and  to  the 
handling  time  a  percentage  which  is  dependent  upon  its  (hand- 
ling time)  proportion  of  the  total  time  required  for  the  job. 
This  percentage  is  obtained  from  the  allowance  curves  given 
in  Fig.  4,  Chapter  II. 

It  will  be  noted  that  the  handling  time  allowance  for  both 
parts  of  the  job  is  the  same,  so  that  the  unit  time  column 
could  be  summed  up  as  a  whole  and  the  allowance  added  but 
once,  instead  of  totaling  the  unit  times  for  each  part  of  the 
work  and  adding  the  same  per  cent,  of  allowance  to  each  of  the 
partial  totals.  The  total  result  would  be  the  same,  but  the 
division  is  regularly  made,  as  if  the  job  called  for  several  bush- 
ings it  would  be  necessary  to  know  the  task  time  for  whichever 
part  of  the  work  the  operator  was  working  on,  particularly  if 
the  job  took  several  days  to  complete. 

Reference  to  the  allowance  curves,  Fig.  4,  shows  that  for 
any  job  in  which  the  time  required  to  complete  one  piece  is 
more  than  a  quarter  of  an  hour  the  percentage  allowance  for 
handling  time,  irrespective  of  what  proportion  it  may  be  of  the 
total  time  required  for  the  job,  lies  between  24  and  32  per  cent. 
The  longer  the  work  takes,  per  piece,  the  nearer  the  proper 
allowance  comes  to  a  mean  value  of  28  per  cent.,  provided  the 
time  consumed  in  machining  constitutes  the  major  part  of  the 
total  time  consumed  for  the  job.  In  fact,  you  might  make 
a  flat  allowance  of  about  28  per  cent,  for  handling  time  on  all 
machine-tool  jobs  taking  fifteen  minutes  or  so  to  complete. 
In  a  shop  where  all  jobs  take  considerable  time,  it  may  even 
be  more  convenient  to  increase  the  unit  times  recorded  in  the 
time  tables  by  a  fixed  percentage  and  thereby  avoid  the  neces- 
sity of  adding  a  handling  time  allowance  on  the  instruction 
card.  If  the  preparation  time  constitutes  but  a  small  pro- 
portion of  the  total  time  for  a  job  that  takes  an  hour  or  longer 
to  perform,  the  handling  time  percentage  allowance  may  be 
reduced  to  25  per  cent.,  or  the  same  as  the  per  cent,  added  to  the 
preparation  time,  so  that  all  unit  times  may  be  increased  by 
such  proportion  before  entry  on  the  instruction  card.  The 
addition  of  5  per  cent,  to  machine  times  can  also  be  made 
before  they  are  placed  on  the  card  and  in  this  manner  somewhat 
simplify  the  compilations,  as  well  .as  the  appearance  of  the 
instruction  card. 


APPENDICES 


PAGE 

APPENDIX  I.        ORGANIZING  A  TIME-STUDY  DEPARTMENT 167 

APPENDIX  II.       CLASSIFICATION  OF  TIME-STUDY  DATA .  181 

APPENDIX  III.     INSTRUCTION  CARDS 189 

APPENDIX  IV.      RATE  TABLES 229 

APPENDIX  V.       INVESTIGATIONS  OF  MOLDING  PROCESSES 251 

APPENDIX  VI.     RATING  FOR  DROP-FORGING  OPERATIONS 261 

APPENDIX  VII.    INVESTIGATING  A  BRASS  ROLLING  PROCESS 273 

APPENDIX  VIII.  AN  UNIQUE  CONTROL  OF  VARIABLE  TASKS 287 

APPENDIX  IX.     RATING  TASKS  BY  TAXING  WASTE 293 

APPENDIX  X.       RATING  SAWING-OFF  METAL  STOCK 307 

APPENDIX  XI.  RATING  OPERATIONS  ON  AN  AUTOMATIC  DOVETAIL  JOINTER  321 

APPENDIX  XII.   WAGE  PAYMENT  SYSTEMS                         331 


APPENDIX  I 
ORGANIZING  A  TIME-STUDY  DEPARTMENT 


APPENDIX  I 

ORGANIZING   A   TIME-STUDY   DEPARTMENT 

HTIME-STUDY  work,  tased,  as  it  is,  upon  principles  which 
A  cannot  fail  to  be  productive  of  material  economic  benefit  to 
any  establishment  striving  for  sound,  equitable  and  productive 
activity,  must  be  handled  in  a  systematic  manner,  if  the  objec- 
tive is  to  be  attained.  No  greater  mistake  can  be  made  than 
to  treat  time  study  as  of  relatively  minor  importance  or  some- 
thing to  be  attended  to  when  there  is  nothing  more  pressing  on 
hand.  Nothing  more  pressing  can  be  on  hand,  for  the  whole 
structure  of  industrial  activity  is  built  upon  the  conditions 
which  it  is  the  object  of  time  study  to  standardize.  No  atten- 
tion at  all  to  time-study  work  is  preferable  to  attempting  to 
carry  it  on  in  a  haphazard  manner.  A  manufacturer  might 
be  able  to  do  without  time-study  work,  but  to  take  it  up  and 
then  drop  it  or  sidetrack  it  for  other  work  invariably  entails  a 
waste  of  money,  dissatisfaction  alike  on  the  part  of  the  workers 
and  the  management  and  subsequent  decline  in  the  efficiency 
of  the  establishment.  Time-study  work  is  evolutionary  in 
nature.  Its  effects  are  frequently  revolutionary,  so  it  must  be 
treated  with  due  respect  and  accorded  the  importance  it 
demands. 

Even  the  smallest  establishment  offers  sufficient  time-study 
work  to  keep  an  expert  observer  busy  for  at  least  six  months  in 
taking  studies  and  analyzing  them,  preparing  instruction  cards, 
setting  rates,  checking  his  investigations  by  production  studies 
and  indicating  improvements  in  methods  and  tools  that  the 
time  studies  reveal  as  necessary.  And  after  this  work  has 
been  done,  a  trained  executive  is  required — advisably  the 
investigator  himself — to  put  to  effective  use  the  data  compiled 
and  to  continue  similar  investigations  on  new  processes  and 
developments.  In  larger  establishments,  the  variety  and 
volume  of  work  may  require  the  services  of  a  large  number  of 
observers,  etc.,  in  which  case  it  is  advisable  to  effect  a  time- 
study  departmental  organization. 

The  work  of  a  time-study  department,  whether  it  consists 
of  one  man  or  forty,  comprises:   (i)  The  taking  of  time  studies; 


—  170  — 

(2)  the  analysis  of  these  studies  and  the  fixing  of  minimum 
tunes;  (3)  the  determination  of  delay  allowances  for  the  several 
cjasses  of  work;  (4)  the  setting  of  piece  rates  or  tasks  from 
the  time  studies;  (5)  the  preparation  of  instruction  cards,  show- 
ing how  the  work  can  be  accomplished  within  the  time  as  de- 
termined by  the  time  studies;  (6)  the  taking  of  production 
studies  to  verify  the  time  studies,  or  to  discover  errors  in  pro- 
cedure on  the  part  of  the  operators,  or  improper  performance 
of  the  machines;  (7)  the  discussion  with  the  production  or 
manufacturing  department  of  improvements  in  tools  and  fix- 
tures and  of  shop  practice,  that  the  time  studies  may  show- 
to  be  advisable. 

Before  beginning  the  time  studies,  a  careful  survey  of  the 
work  of  the  establishment  should  be  made  to  determine  the 
character  that  the  time  study  should  assume;  that  is,  whether 
the  time-study  department  should  devote  itself  to  operation 
time  studies  or  to  fundamental  operation  studies,  as  defined  in 
Chapter  I  and  illustrated  by  specific  examples  in  subsequent 
chapters,  or  to  a  combination  of  the  two.  In  general,  it  may 
be  stated  that  if  the  product  consists  of  standard  interchange- 
able parts,  produced  by  a  series  of  repetitive  machine  or  hand 
operations,  operation  time  studies  will  be  indicated  as  most 
advisable.  For  example,  typewriter  and  small-arms  manu- 
facture lend  themselves  admirably  to  operation  time  studies. 
On  the  other  hand,  if  the  product  is  of  a  variable  character, 
few  of  the  individual  jobs  entailing  exactly  the  same  operations, 
fundamental  operation  time  studies  will  probably  be  productive 
of  the  most  profitable  results.  Within  this  latter  class  will  fall 
most  machine-tool  work,  heavy  foundry,  the  majority  of  large 
forging  work  and,  in  general,  the  greater  part  of  operations 
calling  for  considerable  power  for  their  performance.  If  a 
product  is  in  part  standard  and  the  remainder  variable,  it  may 
prove  profitable  to  begin  with  operation  studies  on  the  standard 
portion  of  the  product.  From  these  operation  studies  there  will 
probably  be  available  much  machine  data,  which  can  later  be 
supplemented  by  the  necessary  fundamental  operation  studies 
to  give  complete  information  regarding  all  the  wrork  that  the 
factory  will  be  called  upon  to  do.  The  primary  rule  to  be 
followed  is  that  that  work  should  be  started  first  which  will 
make  the  largest  hole  in  the  job.  It  is  essential  that  the  time- 
study  department  be  made  to  pay  for  itself  at  the  earliest 
practicable  moment. 

The  time  study  should  be  under  the  direction  of  an  engineer 
who  has  had  considerable  experience  in  this  work.  In  the  small 


—  171  — 

plant  this  engineer  may  represent  the  entire  personnel  of  the 
department  and  he  will  take  and  analyze  his  own  observations. 
In  the  plant  with  a  time-study  departmental  organization  he 
should  make  comparatively  few  observations  himself,  but  should 
devote  his  energies  to  the 'training  of  his  aids  and  to  directing 
the  work  of  the  time-study  men,  who  will  take  the  time  studies, 
analyze  them  and,  from  them,  draw  up  instruction  cards  for  the 
workmen.  The  studies  should  all  be  approved  by  the  engineer, 
however,  whose  experience  will  enable  him  to  judge  of  their 
accuracy  and  to  decide  upon  the  justice  of  the  rates  set  from  the 
observations.  The  engineer  should  also  determine  the  character 
of  the  studies  to  be  made — whether  operation  or  fundamental — 
and  lay  out  the  schedule  of  studies  so  that  they  may  be  pro- 
ductive of  profitable  results  as  soon  as  possible.  Prompt 
results  will  not  only  facilitate  the  engineer's  work  by  securing 
the  confidence  of  the  management,  but  will  win  for  him  the 
co-operation  of  the  workmen  who  are  very  apt  to  become 
interested  in  the  work,  instead  of  remaining  antagonistic,  as 
they  are  very  frequently  at  first.  The  time-study  man  should 
be  a  man  of  broad  experience  and  of  keen  insight. 

Another  of  the  duties  of  the  time-study  engineer  is  to  make 
such  revisions  of  methods  and  processes  of  manufacture  as  the 
time  studies  may  show  to  be  advisable.  A  case  in  point  occurred 
in  a  plant  engaged  in  the  manufacture  of  one  of  the  most 
important  parts  of  a  military  rifle.  The  required  production 
was  so  large  as  to  exceed,  it  was  thought,  the  capacity  of  the 
equipment  employed  for  the  work.  At  the  end  of  five  months, 
however,  enough  time-study  observations  had  been  taken  and 
worked  up  to  show  that  the  required  production  could  be  ob- 
tained from  the  existing  equipment  by  the  correct  manipulation 
of  the  machine  speeds  and  feeds  and  by  the  proper  rearrange- 
ment of  the  equipment.  A  further  gain  was  then  made  by  not 
allowing  one  man  to  operate  more  machines  than  he  could  con- 
sistently keep  running. 

At  the  time  the  studies  were  being  taken  a  large  number  of 
machines  were  on  order,  but  deliveries  were  delayed  on  account 
of  the  market  conditions.  As  a  result  of  the  time-study  work, 
it  was  possible  to  cancel  orders  for  machines  and  fixtures  which 
would  have  entailed  an  expenditure  of  close  to  a  couple  of 
hundred  thousand  dollars. 

Prior  to  the  time-study  investigation  the  machines  were  ar- 
ranged in  groups  of  five  or  eight,  each  group  operated  by  one 
man.  The  time  study  showed  that  two  of  the  operations  on  the 
piece  were  unnecessary  and  that  by  changing  the  speeds  and 


-172  — 

feeds  of  all  machines  a  considerably  greater  production  could 
be  obtained.  In  order  to  secure  such  increased  production  it 
was  necessary  to  reduce  the  number  of  machines  assigned  to 
one  operator  and  to  regroup  the  machines.  This  was  accord- 
ingly done,  with  the  result  that  production  was  stimulated  to 
the  required  amount — a  quite  material  increase — and  the 
operators,  by  following  the  newer  instructions  and  procedure, 
succeeded  in  increasing  their  hourly  earnings  by  about  60 
per  cent,  doing  so  without  increasing  the  severity  of  their  tasks — 
in  fact,  by  following  the  more  approved  procedure,  their  work 
was  lightened.  The  workmen  were  well  satisfied,  obviously, 
the  management  was  saved  a  very  considerable  expense. for 
unnecessary  equipment,  and  the  desired  production,  which  was 
the  chief  consideration  at  the  time,  was  attained. 

A  more  obvious  example  of  the  duty  of  a  time-study  engineer 
to  make  revision  of  methods  and  processes  of  manufacture 
would  be  in  the  case  of  a  boring  mill  with  two  heads  on  a  job 
where  one  head  may  be  used  conveniently  for  the  rough  turn 
on  an  outside  diameter  while  the  other  head  is  used  to  take  a 
rough  facing  cut  on  the  upper  surface  of  the  work.  In  such  a 
case  it  will  frequently  be  found  that  the  workman  is  in  the  habit 
of  setting  both  tools  before  starting  either  of  the  cuts.  It 
is  often  advisable  to  set  one  of  the  tools  and  start  it  cutting 
before  setting  the  second  tool  and  to  start  the  second  cut 
without  stopping  the  machine — i.  e.,  while  the  first  tool  is 
actively  employed  removing  metal.  Time  studies  of  the  two 
methods  show  a  considerable  saving  of  time  by  starting  one 
of  the  cuts  before  preparing  for  the  other — when  the  dimensions 
of  the  work  piece  allow  such  procedure — and  attending  to  the 
setting  of  the  tool  for  the  other  cut  while  the  first  tool  is  being 
productively  employed.  The  utilization  of^  machining  time, 
when  the  operator  is  comparatively  freed  from  task,  for  prepara- 
tory operations  and  machine  manipulations — when  feasible — 
frequently  offers  opportunities  for  considerable  saving  of  time 
and  a  corresponding  increase  in  rate  of  production. 

A  time-study  man  should  be  proficient  in  the  trade  that  he  is 
to  observe,  though  he  does  not  necessarily  have  to  be  a  skilled 
operator.  It  requires  but  a  comparatively  short  time  to  train 
an  intelligent  man  to  take  observations  according  to  approved 
established  methods.  It  does  require,  however,  considerable 
judgment  and  experience  on  the  part  of  the  observer  for  him  to 
know  whether  or  not  the  operator  is  using  the  best  methods  and 
doing  his  work  at  his  best  average  speed.  Unless  time  studies 
are  supplemented  with  such  technical  knowledge,  they  can  be 


—  173  — 

of  little  real  value — are,  in  fact,  practically  worthless.  Men 
who  have  had  the  advantages  of  a  college  or  technical  school 
training,  supplemented  with  some  practical  experience,  make 
excellent  time-study  men,  as  a  rule.  Good  mechanics,  pos- 
sessed of  an  analytical  mind  and  a  willingness  to  study,  with  the 
ability  to  examine  closely  into  the  merits  of  processes,  also 
make  first-class  observers.  These  men  who  have  been  trained 
in  the  shops  are  usually  particularly  desirable  for  rating  work 
for  which  the  unit  times  are  obtained  from  fundamental  opera- 
tion tables — i.  e.,  time-study  data  on  fundamental  operations 
classified  in  tabular  form  and  available  for  predetermining 
rates  on  new  work,  or  work  of  a  similar  character.  Men  of  such 
caliber,  after  a  year  or  two  of  time  study,  are  fitted  to  take  re- 
sponsible positions  in  the  production  department,  since  their 
time-study  experience  will  give  them  the  most  thorough  knowl- 
edge of  methods,  rates  and  possibilities  of  the  shop.  The  time- 
study  engineer  has  few  functions  that  are  more  important 
than  the  selection  and  training  of  these  time-study  observers. 

In  the  shop  where  the  time-study  engineer  is  the  entire  time- 
study  department  he  should  at  the  earliest  practicable  moment 
decide  upon  and  begin  the  training  of  his  successor.  The 
thoroughly  competent  time-study  engineer  is  too  valuable  and 
should  be  too  high-priced  a  man  to  be  kept  constantly  at  the 
taking  and  analyzing  of  observations.  If  he  is  to  be  a  per- 
manent part  of  the  factory  organization  he  should  soon  be 
graduated  to  a  position  of  larger  responsibility.  If  he  is  only 
temporary,  and  therefore  more  expensive,  he  should  be  enabled 
to  organize  the  time-study  work  and  train  men  to  carry  it  on, 
so  that  he  can  be  relieved  and  the  expense  of  the  work  reduced 
as  soon  as  possible. 

The  following  is  a  description  of  the  time-study  organization 
of  a  factory  employing  several  thousand  hands  and  involving 
both  wood  and  metal  working.  The  department  is  under  the 
direction  of  an  engineer  who  gives  his  attention  exclusively  to  it. 
He  reports  directly  to  the  general  superintendent  and  issues  his 
instructions  to  the  shop  as  to  methods  and  rates  through  the 
production  superintendents  in  charge  of  the  several  depart- 
ments. An  assistant,  or  time-study  supervisor,  reporting  to  the 
engineer,  is  in  direct  charge  of  the  time-study  observers  and 
computers  and  is  provided  with  a  stenographer  to  assist  him. 
The  engineer  decides,  in  consultation  with  the  production 
superintendents,  the  studies  that  are  to  be  taken  and  in  con- 
junction with  his  assistant  determines  the  sequence  in  which 
the  work  shall  be  carried  out.  The  assistant  assigns  the  studies 


—  174  — 

to  the  several  observers,  and  the  computation  of  them  to  the 
computer,  and  after  analysis  fixes  upon  the  minimum  selected 
times  and  the  allowances  as  shown  by  the  studies.  He  also,  in 
conjunction  with  the  engineer,  determines  finally  the  standard 
method  for  each  job  and  draws  up  the  instruction  card  for 
issuance  to  the  shop. 

The  observer,  after  taking  the  time  study  assigned  to  him, 
turns  his  observation  sheets  over  to  the  computer,  who  takes 
differences  and  so  calculates  the  elapsed  time  for  each  ele- 
mentary operation  recorded.  The  observation  sheets  are  then 
returned  to  the  observer  who,  from  knowledge  he  has  acquired 
of  the  operation,  eliminates  from  consideration  all  abnormal 
readings  and  who  then  hands  the  studies  to  the  computer  to 
determine  averages,  deviations  and  minimum  selected  times. 

This  work  completed,  the  observer  makes  up  the  summary 
sheet  that  forms  the  basis  of  instruction  cards.  In  making  up 
this  summary,  unnecessary  elements  and  false  moves  on  the 
part  of  the  workman  that  appear  in  the  time  study  are  elimin- 
ated, and  the  standard  practice  for  the  particular  operation 
under  study  is  formulated.  Operations  performed  on  a  group 
of  pieces  are  prorated  to  the  individual  piece  at  this  time. 

The  summary  as  completed  by  the  observer  shows  the 
selected  minimum  time  of  the  operation.  The  time-study 
supervisor  then  takes  the  study  in  hand  and  checks  it  to  make 
sure  that  deviations  and  minimum  times  are  correct  and  that 
the  standard  of  practice  as  laid  down  by  the  summary  cannot 
be  improved.  Having  satisfied  himself  as  to  these  points,  the 
supervisor  adds  the  allowance  for  machine  and  personal  delays, 
etc.,  and  fixes  a  rate  for  the  job.  Next  he  causes  the  study  of 
the  operation  to  be  repeated  for  a  few  cycles  to  assure  himself 
of  the  correctness  of  all  the  previous  work.  This  checking  is 
quite  practical  in  connection  with  operation  studies,  but  it 
cannot  always  be  done  for  rates  set  from  fundamental  operation 
studies.  In  such  cases  studies  may  have  to  be  checked  after 
rates  set  from  them  are  in  operation,  and  at  times  it  may  be 
necessary  to  make  corrections  in  the  rates.  Verification  of  the 
study  having  been  made,  the  supervisor  passes  the  study  to  the 
time-study  enginner  for  approval.  Upon  its  approval  by  the 
engineer  and  also  by  the  production  superintendent  of  the 
department  in  which  the  study  was  taken,  the  summary  is 
sent  to  the  stenographer,  who  copies  it  in  the  form  of  an  instruc- 
tion card  for  the  shop. 

When  rates  are  set  from  fundamental  operation  tables  more 
dependence  has  to  be  placed  on  the  man  who  makes  up  the 


—  175  — 

instruction  card.  Such  a  man  should  really  be  called  a^  rate 
setter  and  must  have  had  more  experience  in  the  trade  under 
observation  than  would  be  required  of  an  ordinary  time-study 
man.  Rates  set  from  fundamental  operation  tables  are  usually 
for  jobs  of  long  cycles  and  of  comparatively  few  pieces  in  a  lot, 
so  there  is  seldom  any  time  during  which  a  check  could  be 
taken.  With  a  competent  rate  setter  errors  should  be  negligible, 
for  any  small  error  liable  to  occur  forms  usually  such  a  small 
percentage  of  the  task  time  that  its  effect  would  be  unnoticed 
at  the  completion  of  all  the  pieces. 

The  rate  setter  should  also  be  given  authority  to  put  into 
effect  such  rates  as  he  may  compile  from  rate  tables  and  to 
make  any  necessary  changes  after  they  have  been  put  into  effect, 
reporting  any  such  changes  to  the  production  superintendent. 

A  comprehensive  and  systematic  method  of  noting,  planning 
and  recording  the  work  of  the  time-study  division  forms  natu- 
rally an  important  branch  of  the  efficiently  organized  time-study 
department.  An  excellent  system  for  keeping  track  of  the 
work  is  employed  in  the  same  establishment  drawn  upon  for 
an  example  of  organized  time-study  procedure.  At  this  plant 
the  work  is  laid  out  and  assigned  to  the  various  time-study 
observers  by  means  of  a  planning  box,  or  bulletin  board,  similar 
to  that  used  for  operators'  job  cards  in  the  shop.  The  planning 
box  consists  of  several  groups  of  card  pockets,  three  pockets 
to  the  group.  These  pockets  are  labeled  respectively,  "Jobs 
Ahead,"  "Observations  Being  Taken,"  "Observations  Being 
Worked  Up."  One  group  of  pockets  is  allotted  to  each  man 
in  the  department,  and  in  it,  in  the  appropriate  .pocket,  are 
placed  the  work  cards  of  the  various  jobs  assigned  to  him, 
these  being  transferred  from  pocket  to  pocket  as  the  work 
progresses  through  the  various  stages. 

In  the  "Jobs  Ahead"  pocket  are  placed  the  cards  calling  for 
studies  of  the  operations  on  the  different  parts  of  the  product. 
These  cards  are  arranged  in  the  pocket  in  the  sequence  in  which 
the  studies  are  desired,  and  by  reference  to  them  the  time- 
study  observer  can  tell  exactly  what  work  he  is  expected  to 
do  next.  When  he  proceeds  to  take  a  study,  he  transfers  the 
card  from  the  "Jobs  Ahead"  pocket  to  the  "Observations 
Being  Taken"  pocket.  When  the  observations  are  completed, 
and  the  study  is  being  worked  up,  the  card  is  transferred  to  the 
third  pocket,  showing  to  the  one  in  charge  of  the  work  that 
the  study  has  been  taken  and  that  the  computations  are  under 
way. 

The  work-cards  are  ruled  as  shown  in  Fig.  52.     The  informa- 


—  176  — 

tion  given  by  the  card  comprises  the  name  of  the  part,  the 
shop  in  which  it  is  machined  and  the  numbers  of  the  operations, 
arranged  in  the  sequence  in  which  they  take  place.  Reference 
to  the  progress  sheets  will  inform  the  observer  which  of  the 
operations  on  the  part  called  for  by  any  particular  card  are 
ready  for  time  study.  The  observer  fills  in  with  pencil  half  of 
the  space  between  the  double  lines  at  the  top  of  the  space  imme- 


21301    CAM  SH/FT  BEARING   CAF  GROUP             E25AA 

1 

2 

3 

4 

5 

6 

7 

8 

9 

10, 

tlfi/fS 

H/7//6 

"/7//6 

V/8//6 

FIG.   52. — WORK    CARD    FOR    RECORDING    TIME-STUDY    PROGRESS 

diately  below  the  operation  number  when  he  begins  the  study, 
and  transfers  the  card  to  the  "Observations  Being  Taken" 
pocket.  (See  operation  4,  Fig.  52.)  When  the  observations 
are  completed,  he  fills  in  the  remainder  of  the  space  between 
the  upper  double  lines  and  writes  the  date  below  it.  (See 
operation  3.) 

Similarly,  when  the  studies  are  being  computed,  the  space 
between  the  lower  set  of  double  lines  is  half  filled  at  the  be- 
ginning of  the  work  (see  operation  2,  second  line),  and  com- 
pletely filled  in  and  the  date  written  in  above  when  the  com- 
putation is  finished.  (See  operation  I.) 

At  the  end  of  the  day  all  the  cards  representing  jobs  that 
were  worked  on  during  the  day  are  deposited  in  a  "Jobs  To- 
day" box.  They  are  collected  from  this  by  the  clerk  and 
the  progress  of  the  work  checked  on  the  progress  sheet,  after 
which  they  are  redistributed  to  the  planning  box,  thus  assigning 
the  work  for  the  following  day. 

The  part-progress  sheet  that  covers  the  work  of  the  time-study 
observers  and  computers  is  shown  in  Fig.  53.  One  of  these 
sheets  is  allotted  to  each  part,  and  the  various  operations  on 
that  part  are  listed  as  shown.  When  a  study  is  assigned  to  an 


—  177  — 


w 


NOU»AM«»«0  >NU 


il 


8 


§2 


fete 


OUVUHO   N 


MOIlVMldO  N 


X  t 


C 

Pi 

I— » 

a 

CO 
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N  «M 


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toS 


—  178  — 

observer  on  a  particular  operation,  the  space  opposite  that  opera- 
tion and  between  the  double  check  lines  entitled  "Time  Ob- 
servations Taken"  is  filled  halfway  down,  as  shown  for  "Opera- 
tion No.  4,  Face  and  Turn  Cap,"  Fig.  53.  When  the  time  study 
has  been  taken,  the  rest  of  the  space  between  the  double  lines 
and  in  line  with  the  particular  operation  is  filled  in,  as  for 
operations  I,  2  and  3,  Fig.  53.  Similarly,  when  observations 
are  assigned  for  computation,  the  fact  is  indicated  by  a  half 
check — see  operation  No.  2,  Fig.  53 — which  is  completed  when 
the  observations  are  finished.  The  preparation  of  the  in- 
struction card  and  the  act  of  putting  it  in  force  are  similarly 
noted  on  the  part-progress  sheet,  suitable  double-line  check 
columns  being  provided  for  that  purpose. 

These  graphic  entries  are  made  on  the  part-progress  sheet 
from  information  secured  from  the  work  cards  that  are  filed 
in  the  planning  board  and  should  be  kept  up  to  progress,  so 
that  the  progress  sheets  will  show  at  a  glance  the  condition  of 
the  time-study  work  on  any  part  of  the  product.  If  all  the 
operations  on  any  part  have  been  time-studied  and  instruction 
cards  issued  after  computations  and  put  into  force,  the  several 
check  columns  on  the  particular  part-progress  sheet  will  be 
filled  in.  If  only  part  of  the  operations  have  been  studied,  or 
only  part  of  the  observations  computed,  or  if  instruction  cards 
remain  to  be  drawn  up  and  issued,  a  white  space -left  in  a  check 
column  will  indicate  instantly  which  operations  remain  to  be 
studied,  observations  to  be  computed  or  instruction  cards  to  be 
issued.  Half-check  marks  show  that  work  has  been  com- 
menced on  a  time  study,  computation  or  instruction  card,  but 
not  yet  completed. 

A  somewhat  similar  record  sheet  is  shown  in  Fig.  54,  by 
which  track  is  kept  of  the  time-study  work  of  a  shop  department. 
One  or  more  such  "Department  Progress  Sheets"  are  used  for 
a  single  shop  department.  In  the  column  entitled  "Description 
of  Part"  are  listed  the  names  or  symbols  of  the  several  parts 
manufactured  in  the  department,  each  of  which  has  its  "Part- 
Progress  Sheet,"  as  illustrated  in  Fig.  53.  As  the  time  study 
is  completed  and  the  instruction  card  issued  for  any  part,  as 
shown  by  the  check  marks  on  the  part-progress  sheet,  the 
corresponding  checking  is  made  opposite  that  part  on  the 
department  progress,  sheet.  Reference  to  Fig.  54  indicates  that 
five  parts  are  manufactured  in  Department  No.  3,  and  for  these 
the  time  study  is  complete  and  the  instruction  card  has  been 
issued  for  part  No.  21,271,  "Fly  Wheel  Complete,"  that  the 
time  study  has  been  commenced  for  part  No.  21,301,  "Cam 


—  179  — 

Shaft  Bearing  Cap  Group,"  and  that  nothing  has  been  done  in 
regard  to  the  other  three  parts  manufactured  in  the  department. 

In  an  establishment  in  which  the  majority  of  time  studies 
are  operation  studies,  as  in  the  shop  in  which  the  record  sheets 
just  described  are  in  use,  the  instruction  cards  for  the  shop  are 
prepared  directly  from  the  summary  sheets  of  the  time  studies.  A^^. 
If  the  nature  of  the  product  is  such  that  fundamental  time 
studies  would  be  better  suited  to  the  requirements  of  the  estab- 
lishment, the  procedure  followed  in  the  time-study  department 
should  be  somewhat  different.  The  work  should  be  laid  out 
by  the  time-study  engineer,  as  is  customary,  and  the  observa- 
tions taken  and  computed  in  the  same  manner.  The  part- 
progress  sheet,  instead  of  indicating  operations  on  a  portion  of 
the  product,  however,  should  list  the  fundamental  operations 
that  would  be  possible  upon  standard  machine  tools,  such  as  a 
lathe,  drilling  machine,  planer  or  boring  mill.  The  time  studies 
would  be  made  and  checked  on  the  part-progress  sheet  exactly 
as  would  be  the  case  were  the  observations  operation  time 
studies. 

Data  derived  from  studies,  however,  would  be  tabulated  and 
filed  according  to  the  machine  and  to  the  class  of  work,  and  the 
instruction  cards  for  the  shop  would  be  prepared  from  such 
tabulated  and  recorded  data.  In  writing  the  instruction  cards 
for  use  in  the  shops,  the  most  marked  changes  in  the  personnel 
and  duties  of  the  time-study  department  would  take  place. 
The  time-study  organization  would  necessarily  have  to  be  in- 
creased by  the  addition  of  an  expert  mechanic,  in  the  case  of 
machine  shops,  who  would  possess  to  a  high  degree  the  ability 
to  analyze  shop  drawings  and  to  determine  from  them  the 
best  method  of  procedure  to  make  the  part  called  for.  The 
duty  of  this  man  would  be  to  reduce  his  analysis  of  the  method 
of  doing  the  work  to  writing,  subdividing  his  instructions  into 
as  fine  details  as  in  his  judgment  would  be  considered  necessary 
—i.  *.,  divide  the  operation  into  its  elementary  or  fundamental 
operations,  as  the  case  requires.  The  method  decided  upon  and 
the  sequence  of  operations  laid  out,  the  time  required  for  the 
performance  of  each  of  the  acts  entailed  in  the  operation,  as 
indicated,  would  be  selected  from  the  tabulated  data  and  set 
opposite  the  respective  elementary  or  fundamental  operations. 
After  totaling  these  items,  the  necessary  allowances  would  be 
added  and  an  instruction  card  drafted  for  the  shop.  » 

In  a  large  shop  there  would  be  one  or  more  rate  setters  who 
come  under  the  supervision  of  the  planning  overseer,  but  who 
work  in  conjunction  with  the  time-study  division.  The  in- 


—  ISO- 
formation  for  setting  rates  is  supplied  by  the  time-study  divi- 
sion, whose  duties,  briefly  stated,  are  to  take  time  studies,  write 
up  instruction  cards,  compile  elementary  time  tables  for  stand- 
ard operations  and  furnish  all  unit  times  and  standard  feed 
and  speed  tables  to  the  rate  setters,  to  enable  them  to  write 
instruction  cards  for  the  less  frequently  occurring  jobs  and  to 
set  the  rates  for  the  operatives. 

There  should  always  be,  in  addition  to  the  rate  setters,  men 
who  circulate  among  the  operatives  to  assist  them  to  carry  out 
the  directions  given  on  the  instruction  cards  and  to  report 
where  the  instruction  cards  seem  in  error  and  to  need  correction. 
These  assistant  overseers  of  production  also  set  the  speeds  and 
feeds  for  the  day  work  operatives. 


APPENDIX  II 
CLASSIFICATION  OF  TIME-STUDY  DATA 


APPENDIX  II 

CLASSIFICATION    OF   TIME-STUDY  DATA 

TIME-STUDY  department,  even  in  an  establishment  con- 
ducting but  a  comparatively  few  simple  operations  in  the 
production  of  a  standardized  product,  will  find  it  necessary 
to  have  on  hand  a  pretty  comprehensive  amount  of  time-study 
data,  if  the  business  is  to  be  conducted  with  the  effectiveness 
and  efficiency  that  should  result  from  the  progressiveness  which 
proper  time-study  work  will  promote.  The  time-study  records 
necessary  for  a  product  involving  more  numerous  and  more 
complex  operations  become  exceedingly  numerous,  though  the 
various  elementary  operations  are  few  in  number.  In  fact, 
there  are  but  a  comparatively  few  different  elementary  opera- 
tions performed  in  any  given  trade,  but  there  is  a  great  number 
of  combinations  in  which  the  few  operations  may  be  performed. 
As  it  is  the  totals  of  the  unit  times  for  the  elementary  operation 
combinations  which  are  needed  in  setting  rates  for  the  conduct 
of  the  various  acts  incidental  to  the  business,  a  comprehensive, 
but  convenient,  system  of  classification  of  time-study  data 

*  becomes  a  question  of  considerable  import. 
/  Classification  of  time-study  data  must  be  comprehensive,  for 
it.  is  essential  that  the  data  pertaining  to  all  combinations  of 
elementary  operations  which  may  be  within  the  scope  of  the 
business  be  available,  or  readily  derived  from  the  recorded  ob- 
servations. Classification  must  be  according  to  some  con- 

-  yenient  system  in  order  that  any  required  information  concern- 
ing combinations  of  elementary  operations  and  their  respective 
unit  times  may  be  found  readily,  without  the  necessity  of  a 
prolonged  search.  Otherwise,  the  value  of  the  time-study  de- 
partment may  be  actually  reduced  by  the  very  wealth  of 
valuable  data  recorded  but  which  is  not  readily  available. 

-^The  method  of  classification  must  be  simple  and  capable  of 
marked  and  orderly  Expansion  as  the  time-study  data  accumu- 
lates, as  it  is  bound  to  do  in  any  establishment. 

In  the  metal-working  industry  (machine  shops)  it  has  proved    \ 
most  convenient  for  the  purpose  of  simplifying  and  shortening 
the  instruction  cards  issued  with   a  job  to  classify  the   data 

^according  to  the  fundamental  operations  involved,  rather  than 


—  184  — 

to  attempt  to  keep  fundamentals  of  different  types  of  machines 
under  a  special  classification.  That  is,  it  proves  more  convenient 
to  classify  time-study  data  according  to  its  proper  division  of 
work  than  under  the  particular  type  of  machine  employed. 

In  machine-shop  practice,  almost  any  complete  operation  (a 
job,  or  division  of  work  complete  in  itself)  can  be  divided  into 
twelve  fundamental  operations  (a  sequence  of  elementary  opera- 
tions entailed  in  the  performance  of  some  definite  portion  of  a 
job)  as  follows: 

1.  Preparing  the   machine   for  the  work,    from   a   normal 

condition. 

2.  Landing  the  work  in  the  machine,  or  in  place. 

3.  Squaring  and  leveling  the  work  to  run  true. 

4.  Clamping  or  otherwise  holding  the  work  in  place 

5.  Setting  the  tools  for  the  cuts. 

6.  Manipulating  the  machine  to  start  a  cut. 

7.  Machining,  i.  e.,  removing  metal. 

8.  Manipulating  the  machine  at  the  end  of  a  cut  (reverse 

of  No.  6). 

9.  Removing  tools  after  completion  of  cuts  (reverse  of  No.  5). 

10.  Loosening  and  removing  clamps,  etc.  (reverse  of  No.  4). 

11.  Removing  work,  returning  it  to  its  original  place  (reverse 

of  No.  2). 

12.  Restoring  work  place  to  its  normal  condition   (reverse 

of  No.  i). 

This  general  division  of  a  complete  operation,  arranged  in 
the  proper  sequence  of  fundamental  operations,  should  be  fol- 
lowed in  preparing  the  instruction  cards  for  a  standard  machine 
operation  and  forms,  therefore,  a  convenient  and  logical  basis 
for  the  classification  of  time-study  data. 

For  convenience  in  filing  data  pertaining  to  the  various  fun- 
damental operations  it  is  advisable  to  assign  some  arbitrary 
classification  letter  to  the  various  fundamental  operations  under 
which  to  arrange  the  time-study  data  sheets,  instead  of  attempt- 
ing to  classify  the  data  under  the  number  of  the  fundamental 
operation  (the  sequence  number  of  the  operation  as  listed  in  the 
division  of  a  complete  operation).  Other  letters  may  then  be 
employed  to  designate  miscellaneous  classes  of  information 
correlated  to  time-study  work;  special  data  pertaining  to  gaging, 
measuring,  calipering,  etc.;  standard  process  cycles,  which 
are  in  themselves  complete  operations  consisting  of  elementary 
operations  occurring  in  definite  sequence;  rate  tables,  which 
are  instruction  cards  in  tabular  form  covering  a  complete  class 
of  work;  and  for  various  classes  of  machining. 


—  185  — 

Preceding  this  first  letter  a  number  may  be  used  to  designate 
a  general  class  of  work  or  a  type  of  machine.  This  first  number 
does  not  have  to  designate  the  same  class  of  work  or  type  of 
machine  when  used  in  combination  with  the  various  classifica- 
tion letters,  but  in  various  combinations  may  have  different 
meanings.  For  example,  the  number  2  might  designate  a  turret 
lathe  when  used  in  conjunction  with  the  classification  letter  N, 
representing  the  fundamental  operations  of  preparing  the  ma- 
chine for  the  work  or  restoring  the  machine  to  its  normal  con- 
dition after  the  completion  of  a  job,  and  something  quite  dif- 
ferent when  used  with  some  other  classification  letter  such  as  P, 
which  might  symbolize  the  operations  of  landing  the  work  in 
place  or  of  removing  the  work  from  the  machine.  That  is,  a 
time-study  data  sheet  bearing  the  combined  symbol  2N  would 
mean  that  it  contained  information  concerning  the  time  required 
to  perform  either  of  the  fundamental  operations  involving  the 
elementary  operations  necessary  to  prepare  a  turret  lathe  for  a 
job  or  to  restore  it  to  normal  condition,  the  two  fundamental 
operations  entailing  the  same  elementary  operations  but  in 
reverse  order.  A  data  sheet  bearing  the  combined  symbol  2P 
on  the  other  hand,  would  mean  it  covered  information  pertain- 
ing to  the  time  required  to  land  work  in  a  machine,  or  to  re- 
move it,  by  some  particular  method. 

Following  the  classification  letter,  a  second  number  may  be 
used  to  designate  the  number  of  the  data  sheet  bearing  a  par- 
ticular combination  of  classification  letter  and  preceding  num- 
ber. To  illustrate,  if  the  letter  M  symbolized  rate  tables  and 
the  number  /  an  engine  lathe,  the  combined  symbol  iM-$ 
would  be  carried  by  the  fifth  data  sheet  containing  information 
pertaining  to  the  time  of  a  complete  class  of  work  performed  on 
engine  lathes.  Another  example,  one  which  illustrates  the  scope 
of  this  method  of  classification  when  applied  to  the  systematic 
arrangement  of  information  not  pertaining  directly  to  time- 
study  work,  but  correlated,  would  be  a  sheet  bearing  the  com- 
bined symbol  iA-2.  If  A  designated  miscellaneous  information 
and  the  preceding  number  a  description  of  the  classification  of 
time-study  data,  the  combined  symbol  would  identify  the 
second  sheet  of  the  description  of  the  classification  of  time-study 
data  and  indicate  that  the  description  was  filed  under  mis- 
cellaneous information. 

The  filing  of  information  and  time-study  data  sheets  according 
to  this  system  of  classification  is  extremely  convenient  and 
simple.  The  information  is  first  filed  under  its  classification 
letter,  then  under  the  number  indicating  the  general  class  of 


—  186  — 

work  or  the  type  of  machine  and,  finally,  according  to  sheet 
or  page  classification  in  consecutive  order.  To  locate  any  de- 
sired information,  the  procedure  is  to  look  under  the  "General 
Contents"  for  the  classification  letter  of  the  fundamental  opera- 
tion or  that  designating  a  class  of  information  correlated  to  time 
study  work,  then  under  the  classification  letter  for  the  number 
symbolizing  the  general  class  of  work  or  type  of  machine  to  be 
employed,  and  then  find  the  page,  or  sheet,  number  preceded 
by  the  proper  combination  of  classification  letter  and  number 
representing  the  type  of  machine  or  general  class  of  work  on 
which  is  given  the  desired  information.  There  can  also  be  a 
cross  reference  arranged  alphabetically. 

This  method  of  classification  may  be  expanded  readily  to  ac- 
commodate still  greater  index  refinements.  For  instance,  a 
second  letter  might  be  used  to  symbolize  the  elementary  opera- 
tions: such  as  TV  for  "Loosen  nut,  lay  down  wrench."  The 
letter  should  be  the  initial  letter  of  the  part  entailing  the  ele- 
mentary operation,  while  the  preceding  number  and  letter  in- 
dicate the  general  class  of  work  or  type  of  machine  and  show 
the  fundamental  operation  in  which  it  could  be  used. 

An  approved  form  of  "General  Contents"  according  to  such 
method  of  classification  of  time-study  data  would  be: 

GENERAL  CONTENTS 

Miscellaneous  information A^ 

R 

C 

Z> 

E 

F 

Gaging,  measuring,  calipering,  etc G 

H 

J 

K 

Standard    process    cycles  (complete    operations  with    elements    in   definite 

sequence L 

Rate  tables  (Instruction  Cards  in  tabular  form  covering  a  complete  class  of 

work) M 

Preparing  machine  for  work  or  restoring  it  to  normal  condition  (including  such 
acts  as  changing  job  cards,  getting  tools,  setting  up  machines,  etc.,  and 

the  reverse) AT 

Landing  work  in  place  or  removing  work  (including  lifting  the  work  by  hand 

or  hoist  and  moving  it) P 

Squaring  and  leveling  the  work  to  make  it  run  true R 

Clamping  or  otherwise  holding  the  work  securely  and  the  loosening  and  re- 
moving of  the  clamps S 

Setting  tools  preparatory  to  taking  a  cut  or  removing  the  tools  on  completion 

of  cut T 

Manipulating  machine  to  start  cut  or  at  end  of  cut V 

'Setting  tools  and  manipulating  machine  to  start  cut,  or  manipulating  machine 

and  remove  tools  (a  combination  of  U,  V,  and  G) V 

Machining,  removal  of  metal . .  W 

X 

Y 

Z 


—  187 


|:       STANDARD  PF 

PCESS.  CYCLES 
NE  LATHES... 

I 

l-L-20 

•                            12"  BNGI 

G 

N 

P 

S 

T 

u 

V 

Gaging 

Prep 

Time 

Land& 
Remove 

Clamp 
Worjt 

Set 
Toolo 

Manip. 
Jiach 

Uach 

1  Change  card  at  window 
2  Get  work  and  -tools 

2.00 
5,00 

3  Run  carriage  up 
4  Slide  up  tailstock  and 
tighten 
5  Turn  up  tailstock 

.05 

.10 

.06 

6  Pick  up  piece  fasten  on  dog 
7  Land  piece  on  centers 

.04 

.06 

8  Turn  up  tailstock  and  clamp 

.05 

9  Put  tool  in  poet,  adjust 
and  tighten 

.15 

10  Put  cutter  in  holderTtighten 

.12 

11  Adjust  tool  (to  height) 

.10 

12  TURN 

13  Thro*  out  feed,  cutter  back, 
move  carriage  to  left 
14  Gage  (Uico  ) 
15  Start  spindle  tool  to  depth, 
throw  in  feed 

.12 

.035 
.06 

16  TURK 

17  Throw  out  feed,  cutter  back, 
move  carriage  to  left 
18  Gage  (Mies) 
19  Start  epinale  tool  to  depth, 
throw  in  feed 

.12 

.035 
.06 

20  TURN 

21  Throw  out  feed,  cutter  back 
22  Gage 
23  Start  spindle  (tool  at  depth 
feed  In 
24  Start  spindle  tool  set  for 
depth,  feed  in 

.12 

.03t> 

.04 
.06 

25  TURN 

26   (Feed  out  )  Run  cross  slide 
back 

.03 

27  Move  carriage  to  next  cut, 
set  tool  for  depth,  feed  in 

.05 

28  TURN 

29  Feed  out  cross  slide  back, 
move  carriage  to  next  cut. 
Tool  set  to  depth 

.035 

30  CHAMFER 

.035 

31  Cross  slide  back,  stop 
spindle 

.05 

32  Remove  cutter  from  holder 
33  Remove  tool  fron  post 

.12 
.10 

34  Loosen  and  remove  piece 

.04 

35  Loos'en  and  remove  dog 

.05 

36  Wove  cross  slide  back 
37  Loosen  tailstock  and  slide 
back 

.05 
.10 

i 

38  Have  card  signed  by  foreman 
39  Return  rork  and  tools 

1.50 
1.50 

a!*.'/,*  ""«' 

FIG.  55. — STANDARD  PROCESS  CYCLE 


—  188  — 

Many  jobs  on  standard  machine  tools  call  for  a  sequence  of 
operations,  which,  quite  aside  from  the  actual  operations  of 
removing  metal,  machining,  become  standard  and  may  be 
termed  "standard  process  cycles,"  the  respective  unit  times  for 
which  are  readily  obtainable  from  properly  classified  time-study 
data.  Comprehensive  instruction  cards  for  such  jobs  may  be 
drawn  up  for  any  particular  type  and  size  of  standard  machine 
tool  on  which  the  unit  times  for  the  various  elements,  other 
than  those  involving  actual  machine  operation,  are  entered. 
Such  a  standard  process  cycles  instruction  card,  an  initial  de- 
velopment in  classification  of  time  study  data,  for  a  1 2-inch 
engine  lathe  is  shown  in  Fig.  55,  the  letters  heading  the  various 
columns  referring  to  the  classification  letters  under  "General 
Contents."  The  elements  constituting  the  cycles,  including  the 
machine  operations,  are  listed  in  consecutive  order  to  the  left 
of  the  form  and  to  the  right  are  provided  columns  for  the  va- 
rious classes  of  operations  in  which  the  respective  unit  times 
are  entered. 


APPENDIX  III 

INSTRUCTION  CARDS 


APPENDIX  III 

INSTRUCTION    CARDS 

TO  make  practical  use  of  time-study  data  in  basing  rates 
for  the  performance  of  work  and  establishing  the  correlated 
rate  of  payment  for  the  task  calls  for  a  means  by  which  the 
necessary  instructions  and  the  information  needed  by  the 
workman  to  accomplish  the  task  within  the  set  time  may  be 
conveyed  to  him.  These  information  mediums  are  termed 
"Instruction  Cards"  and  are  written  instructions  giving  the 
sequence  in  which  the  elementary  operations  of  a  job  should 
be  performed,  together  with  unit  times  allowed  for  the  re- 
spective operations,  the  summation  of  which  will  give  the  total 
time  for  the  job.  The  instruction  cards  should  be  written  in 
as  concise  a  form  as  possible  and  still  convey  clearly  to  the 
operator  the  procedure  he  should  follow.  Perspective  sketches^ 
and  simple  drawings  assist  greatly  in  illustrating  how  the  work 
should  be  done  and,  when  feasible,  should  be  made  on  the 
instruction  card. 

For  work  that  entails  but  a  few  pieces  of  the  same  kind,  or 
the  consecutive  repetition  of  a  sequence  of  fundamental  opera- 
tions but  a  few  times,  it  is  important  to  impress  the  operator 
with  the  plan  of  procedure  by  which  the  rate  was  determined, 
so  that  the  worker  need  lose  no  time  in  planning  his  work, 
thereby  eliminating  one  cause  for  failure  to  equal  the  rate  of 
production  called  for.  In  machine-shop  work  there  may  be 
number  of  elementary  machining  operations  required  for  a  job, 
each  of  which  may  call  for  a  different  machine  speed  and  feed. 
Unless  these  feeds  and  speeds  are  specified  on  the  instruction 
card  the  operator  might  easily  fall  behind  schedule  in  his 
production  through  selecting  less  effective  speeds  and  feeds 
or  employing  improper  combinations.  In  manufacturing  opera- 
tions, where  the  same  job  is  repeated  day  in  and  day  out, 
instruction  cards  need  be  referred  to  but  seldom  once  the 
operator  has  familiarized  himself  with  the  sequence  of  ele- 
mentary operations  and  with  the  way  to  perform  the  funda- 
mental operations  most  efficiently,  but  they  form  a  valuable 
record  of  how  the  work  should  be  done.  They  also  serve  as 


—  192  — 

important  mediums  for  instructing  new  operators  in  the  in- 
tricacies of  the  task  and  the  best  method  of  performing  the  work. 
/  Though  instruction  cards  are  primarily  mediums  of  instruc- 
tion as  to  the  approved  method  of  procedure  in  performing  a 
definite  task,  they  cannot  raise  the  unskilled  worker  to  the 
plane  of  the  skilled  operator,  so  that  workers  should  always 
be  selected  with  a  view  to  their  skill  along  special  lines.  For 
machine-shop  work  entailing  only  operations  on  a  few  pieces 
of  the  same  kind,  a  more  highly  trained  operator  is  required 
than  for  work  of  a  more  repetitive  character.  Men  who  have 
served  an  apprenticeship  at  their  trade  or  have  had  the  train- 
ing afforded  in  a  good  trade  school  should  be  selected.  On 
manufacturing  operations  which  are  distinctly  repetitive  such 
training,  though  valuable,  is  not  essential,  for  competent 
instruction,  aided  by  comprehensive  instruction  cards,  will 
make  the  workers  quite  proficient  in  a  comparatively  short  time, 
if  they  have  any  mechanical  aptitude  at  all. 

Standard  machine  tools  for  all  round  machine-shop  work, 
such  as  lathes,  boring  mills,  planers,  drilling  machines,  shapers, 
slotters,  etc.,  require  the  services  of  a  skilled  operator  who  has 
served  an  apprenticeship  or  has  had  a  trade-school  training. 
The  work  for  these  machines  lends  itself  to  a  very  simple  form 
of  instruction  card,  as  it  follows  a  general  sequence  of  funda- 
mental operations,  such  as  that  discussed  in  the  section  devoted 
to  time  studies  as  applied  to  a  line  of  machine  tools,  Gisholt 
boring  mills. 

As  a  matter  of  fact,  any  kind  of  work  can  be  divided  into 
similar  fundamental  operations  and  classified,  but  with  more  or 
less  difficulty.  For  example,  hand  work  on  manufacturing 
operations  and  special  machine  work  call  for  instruction  cards 
which  go  into  great  detail  as  to  elementary  operations,  unit 
times  and  processes.  In  these  types  of  work  two  jobs  are 
seldom  similar  enough  to  make  any  extensive  use  of  classified 
data  and  it  is  necessary,  therefore,  to  take  a  time  study  of  each 
job  for  which  a  rate  is  required.  Work  done  on  standard  ma- 
chirie  tools  and  heavy  foundry  or  forging  work  and  similar  tasks, 
on  the  other  hand,  favors  the  classification  of  fundamental 
operation  data  from  which  the  time  and  rate  of  payment  for 
any  job  can  be  predetermined  and  a  comprehensive  instruction 
card  compiled  from  the  recorded  time-study  data. 

In  almost  any  large  plant  there  is  sure  to  be  a  great  variety  of 
jobs  that  may  be  time-studied  and  for  which  rates  should  be 
set.  Many  of  the  jobs  would  require  a  different  method  of 
measuring  the  performance  of  the  task  than  would  be  suitable 


—  193 


WHE£L5  (BLANKS) 


8c 


i.  Of? ILL  £j 
&  PART  .  § 

& 


S    K 


N 


S*! 


as 


IS 

*•• 


"I!       t! 


o 


—  194  — 

for  certain  other  jobs  and  the  advisable  method  of  rewarding 
the  workers  for  their  industry  may  also  vary.  This  is  probably 
best  illustrated  by  examining  a  number  of  instruction  cards  that 
have  been  employed  in  a  number  of  establishments  where  time 
study  has  been  used  as  a  basis  for  rate  setting.  Various  types  of 
instruction  cards  will  be  presented,  all  of  which  have  been  used 
in  representative  plants  with  excellent  results  in  increasing 
production  and  decreasing  costs.  In  every  instance  not  only 
was  there  an  increase  in  the  amount  of  work  done  by  the  opera- 
tors, but  their  earnings  were  increased,  on  the  average,  by  33^ 
per  cent. — in  many  cases  the  increased  earnings  of  the  workers, 
due  to  their  greatly  stimulated  output,  was  even  more 
pronounced. 

The  first  illustration,  Figs.  56  and  57,  are  instruction  cards 
employed  at  the  Link  Belt  Company,  Philadelphia,  Pa.,  which 
are  typical  of  instruction  cards  for  operations  on  standard 
machine  tools.  Fig.  56  gives  all  the  necessary  detailed  in- 
structions for  turning,  facing  and  boring  the  cast-iron  wheel 
shown  in  the  sketch.  A  Gisholt  turret  lathe  is  used  for  the 
work  and  it  will  be  noted  that  the  instruction  card  does  not 
list  the  elementary  operations  in  their  proper  sequence  and  the 
unit  times  in  which  they  should  be  performed.  The  unit  times 
for  elementary  operations  are  placed  in  small  figures  above  the 
items  to  which  they  apply,  in  order  to  condense  the  card  as 
much  as  possible.  The  machine  operations  are  lettered  in 
somewhat  bolder  characters  than  the  rest  of  the  instructions, 
in  order  to  make  them  more  prominent  and  for  each  machining 
operation  the  exact  feed  and  machine  speed  is  stipulated. 
The  unit  times  are  totaled,  the  proper  allowance  added,  and 
the  sum  of  the  unit  times  and  the  allowances  gives  the  task 
time  for  the  job. 

Fig.  57  depicts  the  instruction  card  tor  facing,  turning,  drilling 
and  parting  small  steel  wheels  from  bar  stock,  also  employing 
a  Gisholt  turret  lathe  for  the  work.  The  arrangement  of  the 
instruction  card  and  the  thoroughness  with  which  it  conveys  to 
the  worker  the  needed  instructions  for  accomplishing  the  work 
in  the  time  set  does  not  differ  from  that  of  the  instruction  cards 
for  machining  the  cast-iron  wheels,  except  in  so  far  as  the 
elementary  operations  vary. 

An  important  item  of  information  borne  by  the  two  instruc- 
tion cards  and  which  should  be  entered  on  all  instruction  card 
setting  rates  of  work  is  the  rate  of  payment  for  the  work  and 
the  monetary  incentive  offered  for  equaling  or  bettering  the 
task  time.  At  the  Link  Belt  Company,  for  the  type  of  work 


—  195  — 

covered  by  the  instruction  cards,  the  Taylor  Differential  Piece 
Work  Plan  of .payrnent_isjn ,  force.  Under  this  plan  the  worker 
who  succeeds  in  doing  the  work  within  the  task  time  receives  a 
piece-work  rate,  which  is  35  per  cent,  more  than  the  base  rate 
for  the  work,  while  the  worker  who  fails  to  complete  the  work 
in  the  task  time  receives  a  low  rate,  five-sixths  of  the  high  rate. 
The  low  rate  is  also  a  piece-work  rate  and,  though  considerably 
less  than  the  high  rate,  is  substantially  higher  than  the  base 
rate,  or  the  amount  which  he  would  receive  were  he  working 
on  a  day-work  basis.  The  instruction  cards  carry  the  base 
rate  for  the  work  and  also  the  high  and  low  rates?  expressed 
not  in  percentages  or  in  total  amounts,  but  in  definite  amounts 
as  rewards,  or  premiums,  to  be  awarded  for  the  skill  and  in- 
dustry displayed.  The  plan  affords  a  powerful  incentive  for 
unusual  effort  on  the  part  of  the  worker,  for  he  has  before 
him  the  exact  reward  he  will  earn  for  performing  a  reasonable 
task  at  a  set  and  reasonable  rate,  if  he  follows  an  approved 
detailed  procedure  for  which  full  instructions  are  provided. 
Furthermore,  he  can  count  upon  a  high  rate  of  pay  for  all  work 
completed  in  less  than  task  time. 

At  the  Link  Belt  Company,  whenever  one  of  these  instruction 
cards  is  drawn  up,  a  copy  is  filed  for  permanent  reference  and 
frequently  reference  is  made  to  ascertain  elementary  times  for 
operations  of  a  similar  character  when  making  up  instruction 
cards  for  other  jobs.  Or  the  instruction  card  in  its  entirety 
may  be  used  for  an  analogous  job,  provided  the  instructions 
closely  fit  the  conditions  of  the  new  work  and  the  case  is  one 
which  does  not  warrant  the  expenditure  of  the  time  necessary 
to  make  up  a  special  rate  for  the  new  work. 

The  instruction  cards  shown  in  Figs.  58,  59,  60,  61,  62  and  63 
are  from  the  Watertown  Arsenal,  Boston,  Mass.,  and  were 
made  up  entirely  from  time-study  data  which  had  previously 
been  collected,  recorded  and  conveniently  classified  for  use  in 
making  up  instruction  cards.  It  will  be  noted  that  opposite 
all  handling-time  items  symbols  are  inserted  which  refer  to  the 
time-study  data  sheets  from  which  the  recorded  unit  times 
were  obtained.  The  times  indicated  by  the  figures  preceding 
the  various  machining  operations  are  the  unit  times  required  to 
set  the  cutting  tool  and  for  the  machine  manipulation  prepara- 
tory to  starting  the  particular  cut.  All  of  these  tool-setting 
unit  times  are  summed  up  and  the  total  entered  in  the  right- 
hand  column  under  the  heading  of  setting  tools.  The  caliper- 
ing,  or  "try  for  size,"  unit  times,  the  time  allowed  for  loosening 
and  removing  tools,  and  other  similar  unit  times  for  handling 


—  196  — 


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—  198  — 


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machine-tool 


—  199  — 

operations  are  also  totaled  and  entered  in  the  right-hand  column 
for  convenience  in  separating  handling  times  from  machine  times 
in  calculating  the  necessary  delay  allowances.  Instruction 
cards  Figs.  58  and  59  are  for  work  on  engine  lathes;  those 
shown  in  Figs.  60 
and  61  are  for 
operations  per- 
formed on  vertical 
drilling  and  radial 
drilling  machines 
respectively;  that 
given  as  Fig.  62 
covers  a  job  on  a 
planer;  and  the  in- 
struction card  il- 
lustrated in  Fig.  63 
is  for  a  long  job  on 
a  floor-boring  ma- 
chine. This  last 
instruction  card  is 
unique  in  the 
length  of  time  re- 
quired to  perform 
a  single  piece  task, 
117.5  hours. 
These  six  illustra- 
tions of  instruction 
cards  employed  at 


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operations,  written 

as   concisely  as   is       < 

practical  and  still  conveying  a  clear  idea  of  the  plan  on  which 

they  were  made  up. 

At  the  time  these  cards  were  made  up  and  other  instruction 
cards  to  be  presented  as  illustrations  from  the  same  plant  the 
method  of  payment-rate  setting  at  the  Watertown  Arsenal  was  ac- 
cording to  the  Halsey  Premium  Plan.  This  method  of  regulating 
the  earnings  of  the  workers  according  to  the  skill  and  industry 
displayed  in  performing  their  tasks  will  be  described  in  some  de- 
tail in  a  section  devoted  to  rating  methods  and  wage  systems. 


—  200  — 


».«.»-  1000                    1      M»HT«NCT 
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In  Fig.  64  is  illustrated  another  instruction  card  from  the 
Watertpwn  Arsenal  when  the  Halsey  Premium  Plan  of  payment 
was  in  force.  It  was  made  up  to  govern  the  making  and  closing 
of  a  mold  in  the  foundry,  a  task  for  which  series  of  comprehensive 
time  studies  in  the  form  of  properly  classified  data  of  unit  times 
for  fundamental  operations  were  not  available.  The  instruc- 
tion cards  list  a  sequence  of  elementary  operations  with  the 
unit  times  for  each,  as  ascertained  from  time  studies  taken  on 
the  various  elements,  and  a  generous  allowance  is  added  to  the 
sum  of  the  unit  times  to  establish  the  task  time.  The  unit 
times  embraced  by  brackets  indicate  sequences  of  elementary 
operations  it  was  believed  further  study  of  molding  operations 
would  show  could  be  combined  into  fundamental  operations 
for  which  definite  unit  times  could  be  established. 

The  instruction  cards  presented  as  Figs.  65,  66  and  67,  also 
/  from  the  Watertown  Arsenal,  are  for  quite  different  classes  of 
work,  entailing  almost  entirely  hand  work.  Fig.  65  depicts  an 
instruction  card  for  unloading  92-lb.  iron  pigs  from  a  flat- 
bottom  freight  car  by  simply  dropping  the  pigs  over  the  side 
of  the  car  by  hand;  Fig.  66,  one  for  a  man  to  unload  46-lb.  iron 
pigs  from  a  box  car  by  carrying  them  to  one  of  the  side  doors 
and  dropping  them  over  the  side;  while  Fig.  67  illustrates  a 
card  giving  full  instructions  and  unit  times  for  a  man  to  per- 
sonally load  a  cart  with  46-lb.  half  pigs  from  a  pile  and  cart 
them  to  a  cupola,  weighing  his  load  on  platform  scales  on  the 
way. 

The  instruction  cards  list  the  elementary  operations  entailed 
for  the  various  jobs  with  unit  times  determined  from  time  studies 
conducted  on  the  various  elements.  Preparation  time  was' 
separated  from  the  time  allowed  for  actual  productive  work 
and  in  setting  rates  a  uniform  allowance  of  33J/3  per  cent,  was 
added  to  the  preparatory  time  as  determined  from  the  time 
studies  and  a  suitable  allowance  to  the  productive  time.  In 
the  latter  instance  the  percentage  of  allowance  differed  for  the 
three  jobs.  An  allowance  of  45  per  cent,  was  added  in  the 
case  of  unloading  flat-bottom  freight  cars,  but  of  only  27^ 
per  cent,  in  the  case  of  work  in  the  box  car,  as  the  pigs  weighed 
but  half  as  much  as  those  handled  in  unloading  the  open  car. 
The  allowance  by  which  the  productive  time  was  increased  in 
the  carting  operation  was  25  per  cent.,  the  pigs  being  but  of 
half  full  weight  and  the  work  less  fatiguing. 

The  rates  as  set  by  time,  studies  were  in  force  for  three  or 
four  years  and  it  is  interesting  to  note  that  workmen  who 
worked  on  these  rates  under  the  Halsey  Premium  Plan  of  recom- 


204  — 


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pense  made  a  premium,  or  bonus,  of  more  than  33^  per  cent, 
and  did  anywhere  from  i^  to  2^  times  as  much  work  as  they 
did  when  on  day  work.  These  gratifying  results,  which  were 
noted  in  the  reports  of  the  Chief  of  Ordnance  for  the  year 
1912-1913,  however,  did  not  prevent  the  United  States  Congress 
from  abolishing  all  rate  setting  from  time-study  work  as  well 
as  the  Halsey  Premium  Plan  of  recompensing  the  workers  from 
all  Government  establishments. 

Figs.  68  to  8 1,  inclusive,  illustrate  several  other  instruction 
cards  from  the  Watertown  Arsenal  setting  rates  for  quite  a 
variety  of  handling  tasks  from  time  studies  taken  on  the  various 
elementary  operations  involved.  Preparation  time  was  in  each 
case  separated  from  what  may  be  termed  the  productive  times 
and  suitable  allowances  added  to  each  group.  The  respective 
instruction  cards  clearly  indicate  the  character  of  the  work 
involved  and  the  procedure  established  in  each  instance.  The 
cards  are  presented  more  as  indications  that  it  is  practical  to 
time  study  and  rate  almost  any  kind  of  work  involving  a  defi- 
nite task  than  as  examples  of  any  particular  type  of  instruction 
cards. 

The  cuts  shown  in  Figs.  82. and  83  and  those  in  Figs.  84  and  85 
are  front  and  back  views  of  job  cards  used  at  the  Watertown 
Arsenal  in  connection  with  work  rated  by  time  studies  and  are 
forms  used  in  the  Taylor  System,  introduced  by  Carl  G.  Barth. 
On  the  back  of  the  card,  shown  in  Fig.  85,  there  is  a  space  for 
concise  instructions  and  also  a  space  in  which  to  insert  the  task 
time,  or  the  time  the  work  should  take,  and  the  time  basis,  from 
which  the  premium  earnings  are  figured.  This  form  for  the 
back  of  the  job  card  is  particularly  suitable  for  work  of  a  jobbing 
nature  and  where  it  is  necessary  for  the  workman  to  change  his 
job  several  times  during  the  day.  In  such  cases  it  is  advisable 
to  show  the  rate  for  the  job  on  the  workman's  job  card.  When 
the  rates  are  standard  or  taken  from  rate  tables,  and  few  in- 
structions will  suffice  or  when  an  alteration  can  be  made  on  an 
analogous  instruction  card  to  serve  for  a  special  job,  the  in- 
struction space  on  the  back  of  the  card  can  be  used  for  the 
purpose.  There  is  also  a  space  for  the  insertion  of  the  standard 
instruction  card  number.  The  job  card  shown  in  Figs.  82  and 
83  calls  for  instruction  card  No.  3056,  illustrated  in  Fig.  65. 

Figs  84  and  85  illustrate  a  job  card,  face  and  back,  for  turning 
and  facing  a  line  of  standard  bronze  bushings.  It  is  issued  for 
the  second  operation  on  the  work,  as  noted  on  the  face  of  the 
job  card,  and  is  to  be  performed  in  an  engine  lathe,  information 
which  is  also  given  on  the  face  of  the  card  by  symbol.  As  the 


—  210  — 


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-216  — 


operation  is  a  standard  line  of  work  it  is  usually  unnecessary 
to  give  detail  instructions  as  to  the  procedure  in  handling  the 
work  to  a  workman  who  has  been  in  the  habit  of  performing  the 


INSTRUCTION 

CARD 

DETAIL  INSTRUCTIONS 

FCC 

•> 

SPEEDS 

,  £1 

1 

Change  card  at  window 

2.0C 

2 

Return  to  work 

•6 

3 

Set  up  machine  use  fls 
ture  #21301   (2) 

20.0C 

4 

Pick  up  piece  and  fast 

, 

en  to  spindle 

.09 

5 

Adjust  tool,  start  lat 

ie 

and  start  to  face 

.07 

6 

FACE   (9/16"  Run) 

Ian 

2F 

.25 

7 

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8 

turn  diameter 
TURN  (Diameter   )     3/16 

i 

.07 

Run 

fln 

2F 

•  11 

9 

Gage  with  micrometer 

•  10 

10 

Loosen  fixture,  remove 

and  land   In  box 

•05 

11 

Sharpen  tool  and  set 

(5.00  x  1/100) 

•  05 

12 

Gage,   turn  and  re-gage 
(1.31  x  1/20) 

.07 

13 
L4 

Get  card  signed 
Take  to  window 

2.00 

.50 

Rl 

>  AD  A 

Tin 

7^50 

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.50  Mln.   (Handling  T 

ne  Ha 
Line) 

nd 
at 

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54* 

)  a 

2058 

07 
27 

i 

20 

FIG.    88. — INSTRUCTION    CARD   FOR  HAND-FEED   OPERATION    ON   A 
CAM-SHAFT  BEARING 

operation,  other  than  the  data  shown  on  the  back  of  the  card. 
When  the  job  is  given  to  a  new  man,  however,  the  number  of 
the  standard  instruction  card  for  the  job  should  be  inserted 
in  the  space  provided  for  it  on  the  face  of  the  job  card. 

The  instruction  cards  shown  in  Figs  86,  87,  88  and  89  are 


—  217  — 

for  the  manufacture  of  automobile  parts  at  the  H.  H.  Franklin 
Manufacturing  Company,  Syracuse,  N.  Y.,  and  are  of  particular 
interest  in  that  the  connection  between  the  rate  setting  from 
time  studies  and  the  setting  of  Colonel  Babcock's  ingenious 
Control  Boards  is  at  least  indicated  by  the  operation  sheet 
shown  in  Fig.  90.  On  the  instruction  cards  proper  the  funda- 
mental operations,  in  the  sequence  in  which  they  have  to  be 
performed  on  the  task,  are  listed,  with  their  respective  unit 
times  as  obtained  from  time  studies.  The  speeds  for  the  ma- 
chine operations  and  other  such  necessary  mechanical  data  are 
recorded,  as  on  all  approved  instruction  cards,  and  the  prepara- 
tion time  separated  from  the  times  which  the  actual  productive 
work  should  take.  To  the  preparation  time  an  allowance  is 
added  to  care  for  permissible  delays,  the  percentage  added  de- 
pending upon  the  character  of  the  preparatory  work.  To  the 
time  that  the  actual  productive  work  should  take,  as  established 
by  time  studies,  an  allowance  is  also  added  which  is  dependent 
upon  the  percentage  of  handling  time  involved,  i  The  totals  of 
the  preparation  time  and  that  the  actual  productive  work  should 
take,  so  established,  become  factors  in  the  derivation  of  the 
premium  base  time  for  the  job,  upon  which  the  earnings  of  the 
workers  are  calculated.  The  premium  base  time  is  66^  per 
cent,  greater  than  the  task  time,  or  ideal  time,  and  is  so  entered 
on  the  instruction  sheet.  A  strong  incentive  to  better  the 
premium  base  time  is  afforded  in  that  for  any  time  the  worker 
saves  on  such  allowance  time  he  is  paid  for  one-half  that  time 
at  his  regular  hourly  rate. 

The  use  of  the  rates  thus  set  by  time  studies  in  the  setting 
of  the  Control  Boards  is  quite  apparent  from  the  operation  sheet 
shown  in  Fig.  90.  This  form,  besides  giving  a  concise  descrip- 
tion of  the  operation,  the  location  of  the  machine  to  be  used 
and  the  symbol  of  the  machine,  carries  the  information  of  the 
time  each  operation  should  take,  as  given  by  the  task,  or  ideal 
time  on  the  instruction  card,  and  also  the  number  of  days  ahead 
of  time  the  specific  operation  should  be  completed  to  make  the 
particular  part  available  for  subsequent  assembly  or  other  work. 
From  this  complete  information  on  the  operation  sheet  the 
Control  Board  can  be  set  up  so  that  a  job  card  can  be  issued 
to  an  operator  to  start  work  on  the  operation  with  the  reasonable 
certainty  that  the  instruction  card  will  enable  him  to  complete 
the  task  within  the  time  allowed  by  the  time  study  and  so 
assure  that  smooth  progress  of  work  through  the  shops  so 
necessary  for  economical  and  efficient  manufacture. 

Instruction  cards  for  work  of  quite  another  character  are 


—  218 


k 

ttl 

Q. 

O 


-  W  <J»  C-    CO       tO    rH 

00  rHrt  ,4   W       rt    W 


I  S 


INSTRUCTION 
CARD 

nil 

tOWWinvOtO^rH                                      )0>  CftlCD 

r-ioow      owoo                         |c-  wp 

CamShaftBrg.Cap     21301 

in 

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rH  rH         i-l  1-4 

—  219  — 

shown  in  Figs.  91  and  92,  i.  e.,  unloading  coal  barges  at  the 
wharf  of  the  Winchester  Repeating  Arms  Company  with  the 
aid  of  clam-shell  bucket-hoisting  tower,  belt  conveyors  and — for 
ground  storage — a  Lidgerwood  cableway.  The  instruction  cards 
give  rates  for  handling  two  kinds  of  coal,  and  a  gang  of  fifteen 
men  are  required  to  unload  a  barge,  ten  of  whom  are  required 


PREMIUM 

INSTRUCTION    CARD 

»"*»•  '""fCT-ON. 

r.™ 

S.P"° 

M 

,:"."". 

2       2  EngineerB,   2  helpers,   2  beltmen,   assist- 
ed by  2  firemen;    grease  and  oil  all  rachii 

10.  CO 

ery,  belts. 

etc.     2  f: 

remen  also 

Ret  v 

p 

ste? 

im  if  necpss 

an- 

1   Fc 

rei.-.an  or   si 

can  T 

inch 

over 

trinw 

ator  assisted  by  1 
er»  rencve  hatchcc. 

etc. 

20 

inin.  o^'9ry 

5  hours. 

40.00 

3     UNLOAD,  bfu^ec,   average  600  long  "tons  or 

1792000  Ibs 

.   Unloading 

limited   by 

con- 

vryer  capacity  of  100   long  tons  per  hour  or 
3740  Ibs.   per  minute  tir.e  to  unload 

60.00 

1     tr  inner, 

and  Hoister  fireman. 

Average 

allowance 

11  tir:es  X 

3.00 

33.00 

5     Trim  -  berpe  load  to  grab  bucket  done  by 
foreman  an:1,  rcrwler  trinar-cr  and  5  e:ctra  trir 

mprs  put   in  h 

old     when  t 

ar^o   is  hal 

f  ur.: 

oadc 

. 

Use  #  6  sq.   p 

oint  shoved 

for  bottoc 

f  5 

round  point  shovel  i'or  top  trin« 

f^;£;r.r.".Vo%".v.?;  ^3/17. 

D.  V.  M. 

I 

ii 

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ij 

|| 

*"(TC" 

1 

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i 

1 

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;. 

e       7.'al'<  to  clock  .*  rir.g  out  5.  i.dn.   e 
•     Time  for     17?roOO  *  for  12  1/C 
••     Time  for-          1000  ffor     32  1/2 

net> 
r.en 

thrs 

WT7- 

1000  =4-  or       1 

nan« 

4.e 

Rote:   The  cone  nen  shell  In-  assigned  ac'tr 

r.j-.ci- 

Thfr  forwnien  chall  opern+t*   xhe  c-^ 
shall  promptly  a>-d  quickly  warp  tho  ) 
get  into  the  barge  amt  trir.i. 

ar^c 

•;i  ch 
ni". 

1 

NOTE:   10  nen 

for  the  entire  tiire  on 

l.ho'' 

iob 

las 

5  men  for  ha 

If  the  tiiLC 

equals   12 

1/f  r 

en  J 

the  entire  job. 

FIG.  91.  —  INSTRUCTION  CARD  FOR  UNLOADING  GAS-COAL   BARGES 


throughout  the  entire  operation.  The  coal  is  removed  from 
the  barges  by  the  clam-shell  bucket  and,  when  about  half  of  the 
coal  has  been  removed,  the  five  additional  men  are  required  to 
trim  the  coal  from  the  sides  and  corners  to  the  center  of  the 
barge  in  order  to  enable  the  bucket  to  close  on  the  coal.  The 
clam  shell  discharges  to  a  belt  conveyor  that  carries  the  coal  to 


—  220  — 

a  second  conveyor,  which  in  turn  discharges  to  any  of  several 
coal-pocket  compartments.  When  the  coal  pocket  is  rilled, 
the  Lidgerwood  rig  takes  coal  from  them  and  piles  it  in  an 
adjacent  storage  field.  Two  time  studies  were  taken  of  the 
coal-handling  plant  while  in  operation,  one  when  unloading  egg 


PREMIUM 

INSTRUCTION   CARD 

~0 

DETAIL    INSTRUCTIONS 

.'.".° 

SPttD 

••;:::• 

.i;.'..".::. 

1 

2 

Walk  to  Station.     5min.  every  Shours. 
SEngineerB,  2  helpers,   2boltaen,  assisted 
2  firemen,   grease  and  oil  all  machinery, 
b«lts,   etc,         2firemen  also  get  up  steam 

by 

lu.oo 

if  n«c 

es«ary. 

1  Fore 

pan  or  r.teai 

a  win 

Oil 

operator  assisted  by  1  tri 
mer,   remove  hatches,   etc. 

• 

3 

20min»   every  Shours. 
Ul.'LOAD,  barges,  average  SOOlong  tons  or 
17C£OOOlbo.  Unloading  limited  by  conveyor 

40.00 

capacity 
Ibs.  per 

of  100  long  tons  per  hour  or 
Binuto."  tine  to  ur:loa3. 

R«9 

80.  CO 

4 

ttarp  barge  by  steam  winch,   done  by  fcrona 
1  triraier.  and  Koistor  firenan. 

Average  allotrance  11  tlttes  X  3 

.00 

33.00 

S 

Trim  -  U 

wp«  load  to  grab  bucket  done  by 

forcoan  and  regular  trij»«r  and  S  extra 
trioners  put  ir  hold  when  barge  is  half 
unloaded.  Use  -r6cq.  point  ahovel  for 
bottoai,  and  /Sround  point  shorel  for 

top. 

E%HfH^E:i 

5/3/17 

D.  V.  M. 

a 

k 

e»          t 

911 

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f 

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3    >-> 

6 

| 

Balk  to  clock  *  ring  out  5  fin. 
Time  for  1792000-*  for  IP.  J/fi  = 
"            1000*     "     12  VS 

overy  Shi 
en 

Is2 

• 

1000:" 

"          1               E 

lan 

•Uieoretical  tine  per  unit  in.ninutes. 

4.  CO 

KOTE:   The  same  r.en  shall  be  assigned  as 
The  foreaai!  shall  operate  the  otet 
shall  protti^tly  and  quickly  warp  U 
get  into  the  barge  and  trie. 

trim 
i  win 
s  bar 

re- 

e'and 

UO^E:   10  me 

n  for  the  entire  time  on 

the 

job  plus  5  men  for  half  the  tice 
equals  121/2  men  for  the  entire 

job. 

FIG.  92.  —  INSTRUCTION  CARD  FOR  UNLOADING  STEAM-COAL  BARGES 


or  gas  coal  and  the  other  when  handling  steam  coal,  instruction 
cards  from  which  were  compiled  as  illustrated.  The  nature  of 
the  work  called  for  a  somewhat  different  procedure  in  taking 
the  studies  than  that  which  is  ordinarily  followed  in  taking 
time  studies  of  less  complex  nature,  such  as  the  standard  pro- 


-221  — 

cedure  for  time  studies  on  operations  in  a  machine  shop.  Acts 
or  collections  of  fundamental  operations  which  were  found  to 
be  common  to  the  work  as  a  whole  were  grouped,  as  listed  on. 
the  instruction  cards,  and  average  times  taken  for  group  opera- 
tions, rather  than  the  customary  procedure  of  dividing  the 
work  into  either  elementary  or  fundamental  operations  by  the 
various  members  of  the  gang  and  taking  time  studies  of  such 
acts. 

A  good  example  of  the  procedure  followed  is  apparent  from 
a  consideration  of  the  second  item  listed  under  "  General 
Instructions  "  on  the  instruction  cards.  This  item,  operation 
or  group  of  acts  is  of  a  preparatory  nature  and  precedes  the 
actual  work  of  unloading  a  barge.  Two  engineers,  two  helpers 
and  two  beltmen,  assisted  by  two  firemen,  oil  and  grease  all  the 
machinery  equipment.  Two  firemen  get  up  steam,  if  it  is 
necessary,  and  the  foreman  of  the  gang  or  a  steam-winch 
operator,  assisted  by  one  of  the  men  subsequently  to  be  em- 
ployed to  trim  the  barge,  removes  the  hatches  and  performs  any 
necessary  incidental  work  on  the  barge.  Obviously  all  the  acts 
which  may  at  times  be  necessary  to  discharge  the  preparatory 
work  cannot  be  resolved  to  a  sequence  of  fundamental  opera- 
tions, in  the  natural  course  of  events,  and  more  accurate  time 
data  can  be  secured  by  considering  the  whole  work  of  prepara- 
tion as  a  unit  and  an  average  time  selected  for  the  task  than 
to  take  studies  on  the  acts  performed  by  the  various  individuals. 
Of  course,  the  average  time  should  be  representative  of  the  ef- 
fective co-operation  of  the  various  members  of  the  gang  when 
they  are  working  together  and  discharging  the  task  efficiently 
Studies  and  instructions  to  the  individual  men  may  be  necessary 
before  such  a  condition  is  realized,  but  still  the  study  is  one  of 
group  action  in  a  more  or  less  variable  operation  rather  than 
a  standardized  procedure  in  the  performance  of  a  definite  task. 
Averages,  rather  than  times  for  sequences  of  correlated  funda- 
mental operations,  govern  the  time  the  work  should  take. 

The  times  which  should  be  required  for  the  various  classified 
groups  of  operations  listed  on  the  instruction  cards  were  arrived 
at  by  similar  combinations  of  time-study  procedure  and  the 
recording  of  averages  for  group  times.  Times  for  widely  dif- 
fering activities  had  to  be  selected — walking  to  stations,  prepara- 
tory operations  required  before  and  after  unloading,  actual 
unloading,  warping  the  barge,  trimming  the  coal  and  walking 
to  the  clock  to  ring  out. 

The  rates  arrived  at  for  unloading  the  barges  and  storing  the 
coal  formed  a  basis  for  the  Halsey  premium  payment  system, 


—  222 


INSTRUCTION  CARD  FOR  OPERATION.    2    M  y  v  1-1/2  u  i  p 


Bore. 

THIS  CARD  MARKED  FROM 


DETAILED    INSTRUCTIONS 

FEED 

SPEED 

W- 

^ijy?5 

,;EHo,, 

i       Change  card 

2.50 

12.00 

3      Put  2  CSP  1x1.3/8x7   on  table,   1"   face  down,  1-3/4 

apar 

.10 

4      Put  CBL  5/8  x  8   in  Blot 

.07 

5     Assemble  drills  &  sleeves 

.60 

_&      Raise  or  lower  head 

.44 

7      CiJflHciP   speed  &  feed 

.16 

_ 

15.87 

» 

IB      Put  piece  on  CSP,   counterbore  end  up 

.10 

u      Level  up  to  set  lines   -  all  around 

.60 

w      Clarqp  with  CBL  5/8  x  8,    CCFF-X  &  CSU  5-1/4" 

.32 

is 

M      ftrvnj.  Clamp  over  erJmust  a,  top  of  base  from  side 

«                 opposite  pilet   valve  bore. 

is 

»      Put   in  DJB  2" 

.27 

18      Start  machine  &  move  heud  &  arm 

.20 

u      Countersink  end  of  core  central 

HP 

2  3 

.40 

to 

"      Stop  machine,   change   to  DDUT  1-7/16"  &  DSSC  3-4 

.39 

»      Start  machine 

.02 

i1 

rV 

10.45 

M 

M      Stop  machine,   change   to  DDMT  1-31-/54" 

.39 

>•      Start  machine 

.02 

n      Semi-finish  bore   to  1-31/64"   diameter 

.01 

66.8 

10.45 

18 

B 

2  B 

89      Stop  machine  &  change   to  DRFU 

.39 

30      Start  machine 

.02 

81      Finish  ream  1-1/2"  dijuneter 

.064 

66.8 

1.75 

»a      Stop  .machine,,  jjauge  &  measure 

H 

e,   o 

.30 

S3 

»«      Chan.-e    to  DSFU  1-1/2" 

.37 

*     Put'  in  DCBF  2"  &  set  central 

.80 

.38 

37 

38     Sttirt  .machine 

.02 

WHEN  MACHINE  CANNOT  BE  RUN  AS  ORDERED,  MACHINE  BOSS 

MONTH 

DAY 

Yt*. 

SI6NED 

CH.C..O 

^  MUST  AT  ONCE  REPORT  TO  MAN  WHO  SIGNED  THIS  CARD   W 
1 

5 

8 

13 

R 

223  — 


INSTRUCTION  CARD  FOR  OPERATION.    2  ic  j  v  1-1/2  u  i  P 


1 

DETAILED    INSTRUCTIONS 

,„„ 

.P»0 

MNM1 

mice 

THF« 

nilPAMATION 

, 

Bore  2"  diameter,  2-1/4"  deep  *  distance  from 

2 

line  to  top  of  valve 

'S1  ;2°S 

3.88 

5  A 

3 

Stop  machine,  gauge  and  measure 

.30 

4 

| 

Change  to  DSP  1-3/8  x  8 

.37 

6 

Put  in  DCC  20°xl-3/8lf  &  eel.  to  chamfer  1-1/2  "bore 

.30 

7 

Start  machine 

.02 

e 

Chamfer  1-1/2"  bore 

HP 

2  B 

.20| 

8 

Stop  machine 

.02 

10 

11 

Set  cuttear  so  that  top  end  of  taper  is  11/L6"  fro 

n  bar 

.68 

ia 

Start  machine 

.02 

ii 

Bore  chamfer  in  2"  end 

HP 

2  B 

.60 

14 

NOTE:-  Bore  to  depth  of  finish  line. 

16 

Stop  machine  &  take  out  DSP  &  DCC 

.12 

1C 

n 

Loosen  &  take  off  clamp 

.16 

18 

Take  piece  off  machine  &  put  in  tote  box 

.10 

II* 

H 

NOTE:-:  Stand  pieces  on  end  in  flat  tote  boxes. 

U 

DO  HOT  pile  one  on  top  of  another. 

*2 

33.82 

.80 

K 

10£  on  machine  time          27.73 

2.77 

84 

40£  on  handling  time          6.09 

2.44 

.32 

26 

39.03 

1.12 

M 

Disassemble     5.00 

• 
2* 

Time  for  lot.  s   (So.,  pee.  x  39.03)  t  (5.00  T  1.12  + 

15  .87 

1  , 

H 

Time  for  40  pieces  =  1583.19  .or  264  tenths. 

31 

34 

M 

37 

WHEN  MACHINE  CANNOT  BE  RUN  AS  ORDERED,  MACHINE  BOSS 
MUST  AT  ONCE  REPORT  TO  MAN  WHO  SIGNED  THIS  CARD  w 

MONTH 

MV 

YEAH 

«.„<» 

CHICKED 

5|     8 

13 

R 

FIG.     93. — INSTRUCTION    CARD    OF    TABOR    MANUFACTURING 

COMPANY 


—  224  — 

the  effect  of  which  upon  the  speed  and  economy  of  handling 
the  coal  was  quite  marked  when  compared  with  the  former 
records  under  day  work.  When  the  men  were  paid  at  a  day- 
work  rate  they  were  more  or  less  dissatisfied  with  their  earnings 
and  made  little  attempt  to  exert  themselves.  The  average  rate 
at  which  the  barges  were  unloaded  on  day  work  was  60  long 
tons  per  hour.  When  the  men  were  rated  and  the  premium 
payment  put  into  effect,  the  first  seven  barges  were  unloaded 
at  an  average  rate  of  87  long  tons  per  hour,  an  increase  of  45 
per  cent.  Since  the  men  have  been  on  rate  they  have  exceeded 
the  set  task  rate  by  about  10  per  cent,  and  in  consequence 
have  earned  about  45  per  cent,  more  than  they  formerly  did 
on  day  work. 

The  instruction  card  shown  in  Fig.  93  is  an  example  of  a 
comprehensive  form  employed  at  the  Tabor  Manufacturing 
Company,  Philadelphia,  Pa.  It  is  made  out  for  a  drilling- 
machine  job,  the  operation  being  to  bore  a  part  designated  by 
symbols.  The  operation  is  the  second  one  on  the  part  and  the 
various  elementry  operations  entailed  are  listed  in  consecutive 
order  on  the  instruction  card.  Where  tools  are  called  for  they 
are  designated  by  symbols  and  the  feeds  and  speeds  for  all 
machine  operations  are  also  specified  on  the  instruction  card 
by  symbols.  The  unit  times  for  operations  performed  only  on 
the  job  lot  and  those  performed  on  each  individual  piece  of  the 
lot  are  kept  separate  so  that  the  time  for  the  lot  or  other  unit 
can  be  calculated  readily.  The  time  for  the  lot  or  other  unit 
is  placed  on  the  instruction  card,  following  the  summation  of 
unit  times,  etc. 

At  the  Tabor  Manufacturing  Company  it  is  the  practice  to 
have  instruction  cards  drawn  up  in  a  rough  form  by  an  experi- 
enced rate  setter.  These  drafts  are  then  turned  over  to  a  clerk 
who  ascertains  the  unit  times  from  recorded  and  classified  time- 
study  data  and  executes  the  instruction  card  in  its  final  form. 

A  machine  adjuster's  instruction  card  used  at  the  Winchester 
Repeating  Arms  Company,  New  Haven,  Conn.,  is  illustrated 
in  Fig.  94.  This  is  an  example  of  a  piece-work-bonus  instruc- 
tion card  where  there  is  in  force  a  plan  of  bonus  payment  which 
will  be  described  in  some  detail  in  a  subsequent  section.  Such 
an  instruction  card  is  issued  to  the  machine  adjuster  caring  for 
the  equipment  employed  for  each  machine  operation,  the  exam- 
ple illustrated  covering  the  first  operation  on  the  back  magazine 
case  of  an  Enfield  rifle.  The  card  should  carry  detailed  instruc- 
tions as  to  what  the  machine  adjuster  should  do,  the  base  rate 
he  is  to  receive  for  doing  it  and  the  bonus  he  is  to  receive  for 


—  225  — 


PIECE  WORK 

INSTRUCTION  CARD 

•  • 
j 

JF&SSSRJt'  F*  M^chino 

S  FIG.  95.  —  INSTRUCTION  CARD  FOR  MACHfNI 
ADJUSTER  AND  TOOL  SETTER 

Machine  Adjuster  Piece 
Work  Hour 

JH 

i  is!!3;  a  A       1 

« 

a    ; 

g  Iilit:?  -2  sT8           3 

>  • 
'. 

^       ^  o  «.£.£  ^  ^3"w3                              ^ 

36 

l\ 

g  |SjE|iO  §      « 

1      0.075 

ci 

;    .8.  ife-cT-^^g^   x    fe 
8    *gg?-g55feSs;    -g    -S        * 

i 
s 
? 

s 

1  ppp|-j||Ij  3*1      i  j 

|I 

e  gSFslllii^illill-JjBl       |  i 

!| 

I 

Ipi 

* 

S|||fjjr""i  |j 

0 

!!r 

if 

BACK  MAGA2IHS  CASK  KKtlBU) 

Z 

Rough  1(111  Right  Side        1 

O 

=  : 

S 

arucitole  Spring!  P&W12»Auto  Uil 

.,.0««r..«,Bt««l  1  l^Sc-.o.   15616 

S 

<->  tj              H      o  *> 

85    S    3    *3 

0 

INSTRUCTION 
CARD 

1 

s 

•Ho,c^>>3     it  «> 

86.00         £»-,-..        ?00778 
107               Bonus 

Q 
rt 

107              ;00935    , 

u   w 

M      *  §  "o  o  «T'o  «  P.  °  * 

1    llsssl  Is 

Uj 
j| 

ii 

ifi! 

[ 

FIG.  94.  —  INSTRUCTION 
AD  JUS! 

{ 

i  ! 

—  226  — 

keeping  his  machines  in  good  running  condition  and  for  the 
amount  of  good  work — which  is  largely  dependent  upon  the 
condition  of  the  machine — that  is  turned  out  on  the  machine. 
Fig.  95  illustrates  a  somewhat  rnore  complex  form  of  piece- 
work instruction  card  issued  to  the  adjuster  and  tool  setter 


PREMIUM 

If 

sISTRUCTION  CARD 

NO. 

DETAIL  INSTRUCTIONS 

a 

«",*?", 

1. 

Change   ticket  at   window 

2.00 

2 

Get  work  an 

d  toolf 

\ 

6.00 

3 

Set  up  much 

ine 

9.00 

4 

Pick  up  pie 

ce.  pit 

ice  on  centers 

.055 

5 

Start  work 

and   ta 

)le 

.040 

6 

GRIND  A  2  P 

asses  v 

rork  200  R.P.U.   Table  1st 

Cone  slow 

4^"  S 

,r.  6.45"  per  mln. 

.350 

7 
8 
9 

Stop  machine  and  remove  piece 
Allowance  for  regrindlng  piece   .815x1/1.5 
Dress  wheel                                  2.50x1/25 

.045 
.052 

.644 

10 

Have  ticket 

Big  nee 

by  foreman 

1.50 

11 

Move  work  to  inspection 
•       PREPARATION  TIME 

1.50 

0.00 

12 

1.35 

0   (Men 

Time)  Power  Peed  at  5f, 

.068 

13 

.294    (H'dling  Time)  #10  Curve  at  85# 

.250 

' 

.962 

14 

Allowance  for  washing  and  oiling  at  3£ 

SKhSrEf! 

9/28 

D.V.M. 

I 

i 

h 

1 

if 

IB 

1 

**' 

c" 

J        " 

-  Sj     - 

4ri 

m  5 
A    m  5 

1 

;s 

•0 

' 

cr 

a 

rNf0  :  If7               '          kg» 

S 

ro 

1 

sS 

> 

:  : 

o.4ei"              £ 

Mj 

*J 

IJ 

IS 

U.J 

*•* 

7^ 

-» 

Approx.  Depfh  of  Cut  0.  008  "     g 

Ot 

fel 

JO 

1 

; 

1 

!s! 

H 
c* 

53 

FIG.    96. — PREMIUM    INSTRUCTION    CARD    FOR   TOOL   DEPARTMENT 
^.J^^tjt^CU 

caring  for  a  certain  number  of  special  machines,  also  in  use 
at  the  Winchester  Repeating  Arms  Company.  It  itemizes 
the  operations  the  machine  adjuster  and  tool  setter  is  to  per- 
form and  shows  in  algebraic  form  the  bonus  rate  he  shall  re- 
ceive for  all  piece-work  hours  output  in  excess  of  a  stipulated 
amount. 

The  premium  instruction  card  illustrated  in  Fig.  96  is  of  a 
form  used  at  the  Winchester  Repeating  Arms  Company  for  the 
department  in  which  the  small  tools  used  in  the  manufacture 
of  regular  product  are  made.  It  differs  from  other  machine- 
operation  cards  principally  in  that  it  is  for  work  which  is  done 
only  occasionally  and  in  relatively  small  quantities,  so  that 
special  time  studies  for  rate  setting  would  not  be  warranted. 


—  227  — 

The  sequence  of  operations  are  planned  by  a  skilled  rate  setter 
familiar  with  the  type  of  work  and  the  unit  times  for  the  various 
elementary  are  obtained  from  classified  records  of  previous 
time  studies.  The  work  is  placed  on  the  Halsey  Premium  Plan. 


DATE 

Employee's  No.  &  Name 

TOTAL 
ELAPSEO 
TIME 

NO.  Of 

PIECES 

FINISHED 

Averaged 
Time  Per 
Piece  =V 

%  MADE 

-<9>-« 

FIG.   97. — RECORDING  FORM   ON   BACK  OF   PREMIUM   INSTRUCTION 

CARD 

On  the  back  of  the  instruction  card  a  recording  form  is  stamped 
(Fig.  97)  for  entering  the  accomplishment  under  various  dates 
and  different  workers.  The  total  time  elapsed,  the  number  of 
pieces  finished,  average  time  per  piece  and  the  percentage  of 
premium  made  are  recorded  for  each  time  the  job  is  undertaken. 
The  rate  of  payment  is  not  placed  on  the  card,  as  this  may 
vary  from  time  to  time. 


APPENDIX  IV 
INSTRUCTION  CARDS  IN  TABULAR  FORM 


APPENDIX  IV 

RATE  TABLES 
INSTRUCTION  CARDS  IN  TABULAR  FORM 

TIME  studies  taken  of  any  but  very  special  operations  or 
equipment — even  such  studies,  not  infrequently — usually 
supply  very  valuable  information  for  much  more  than  the 
special  operation  upon  which  the  study  was  taken.  This  is 
particularly  true  of  machine  and  operation  studies  in  the 
machine  shops  of  the  metal-working  industry.  The  data  so 
secured  should  invariably  be  systematically  classified,  tabu- 
lated and  filed  for  reference  according  to  some  comprehensive 
method,  such  as  that  described  in  Appendix  II.  Such  time- 
study  data  is  invaluable  for  guide  and  information  in  compiling 
instruction  cards  and  when  arranged  in  suitable  form  on  a  data 
sheet  may  even  serve  as  instruction  cards  in  tabular  form. 

This  use  of  rate  tables  as  instruction  cards  is  essentially  ad- 
vantageous when  parts  are  made  up  in  small  quantities,  the 
entire  number  of  pieces  required  taking  but  a  comparatively 
short  time  to  complete.  In  such  cases  it  is  obvious  that  if  the 
workmen  are  to  be  kept  busy  they  should  change  their  jobs  quits, 
frequently.  If  there  is  any  attempt  made  to  rate  the  work, 
there  should  be  provided  means  by  which  the  workman  can 
secure  instructions  for  his  next  job  with  the  least  possible 
delay.  In  order  that  this  may  be  possible  without  having  a 
time-study  department  of  an  unwarranted  size  for  the  number 
of  workmen  employed  in  the  shops,  the  drafting  of  the  necessary 
instructions  to  the  workmen  must  be  expeditiously  done. 
The  compilation  of  instructions  is  most  readily  performed  by 
direct  reference  TO  well  tabulated  rate  tables.  These  tables 
should  be  made  up  in  such  form  as  to  show  the  detailed  ele- 
mentary operations  and  corresponding  unit  times,  or,  in  other 
words,  in  the  form  of  an  instruction  card  embodying  a  sketch, 
when  possible,  to  illustrate  more  clearly  the  nature  of  the 
operation. 

Such  time  and  rate  tables  in  tabular  form  mav  be  classified 


—  232  — 

under  two  general  headings:  1st,  rate  tables  covering  a  line  of 
product  varying  in  size  but  otherwise  similar,  and  zd,  rate  tables 
covering  the  entire  line  of  work  that  can  be  performed  on  a 
machine. 

An  example  of  the  first  class  of  tables  would  be  tabulated 
rates  on  a  certain  line  of  bronze  bushings  varying  in  size  from 
i if  to  9  inches  in  diameter,  2  to  7  inches  in  bore  and  from  2  to 
1 6  inches  in  length.  In  the  rough,  such  bushings  are  furnished 
cast  with  a  cored  hole  and  a  definite  amount  of  metal  left  on  all 
dimensions  for  finishing.  A  systematic  series  of  machine-time 
studies  on  a  Warner  &  Swasey  turret  lathe  for  pins  and  bushings 
would  furnish  the  data  for  a  rate  table  of  the  second  class. 
The  variety  of  work  for. which  this  machine  is  suited  is  limited 
and  time  studies  could  be  taken  and  rate  tables  compiled  in  a 
comparatively  short  time  that  would  cover  the  entire  line  of 
work  which  could  be  performed  on  the  machine. 

Figs.  98  to  104  inclusive  illustrate  rate  tables  of  the  first  class 
and  furnish  all  the  data  and  information  necessary  for  issuing 
instructions  to  the  workmen  to  produce  a  line  of  standard 
bronze  bushing  from  the  rough-cast  §tate  in  two  operations. 
The  first  three  tables  furnish'  the  data  for  the  first  combined 
operation  of  boring  and  facing  one  end  of  the  bushings  and  the 
other  four  tables  the  data  for  the  second  combined  operation 
of  turning  and  facing  the  other  end  of  the  bushings. 

To  illustrate  the  use  of  these  tables  in  rate  setting  and  the 
procedure  followed  in  issuing  instructions  to  an  operator,  it 
ma^  be  assumed  that  a  rate  is  required  for  finishing  a  standard 
bronze  bushing  to  the  dimensions  given  in  Fig.  105  from  a  rough 
cored  casting,  the  dimensions  of  which  are  also  standard  and 
given  in  the  illustration. 

Familiarity  with  the  work  or  reference  to  the  rate  tables 
would  indicate  that  the  standard  procedure  would  consist  of 
two  operations  (combined  operations):  1st,  boring  and  facing 
one  end  of  the  casting  on  a  2i-inch  Gisholt  turret  lathe,  and 
2d,  turning  and  facing  the  other  end  of  the  casting  on  a  24-inch 
Reed  engine  lathe. 

Reference  to  Fig.  98  shows  that  the  task  time  for  boring  a 
3-inch  hole  and  facing  one  end  of  the  casting — the  length  of 
the  finished  bushing  being  5  inches — would  be  16.98  .minutes. 
The  number  of  cuts  required  and  the  shape  of  the  tools  to  be 
used  are  also  given  on  the  rate  table,  and  in  the  column  for 
bushings  of  3-inch  bore  are  given  the  speeds  and  feeds  that 
should  be  used  for  the  different  cuts.  The  instructions  that 
would  be  given  the  operator  with  his  job  card  for  such  a  task, 


—  233  — 


OBSERVATIONS  OF  HAND  WORK  OH..IUBHST...I 

TIME  FOR...B.QW2W  .  ^.£ACiHG...BUam 

•ATUE- 

a  .B^n 

2HL. 
H?*L 

Bushing 
Bortng  * 
F&oing 

OBSERVER'S  NAME, 
WORKMAN'S  *AME,. 
WEtOBt 

MACHINE,.         .jGisholt  Turret  Lathe  Wo.  10LV 

CATC, 

.PIECE, 

t- 

si 

.0 

SJ 

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TIME  IN  MINUTES 

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FIG.    98. RATE    TABLE 


—  234  — 


OBSERVATIONS  OF 

TIME  FOi 

HAND  WORK  ON 

fc  .?.AGin(>_By.sii; 

.  TURRET 

LATHE.  21" 

&6-EXTRA.. 

OF  RUN       BRONZE.                  Bi 

F: 

IclnS" 

OBSERVER'S  NAME,  
WORKMAN'S  NAME,  

:  - 

I 

MACHINE,.. 

)ATE,...e./? 

£isholt  Turret  Lat.he 

-fL"]  A      T  •*• 
#-JLU     Li  o 

.I/.12. 

PIECE,  



WEIGHT,  IBS  

~L 



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i 
^L 

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PACING  FLANGE 

BUS 

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SPEED  140.5     H7.3 

98.5 

82.6 

66. 

o 

55  .0 

46.  7£ 

38.7 

FEED     0.0208  0 

.0208 

O.o?ns 

0.0208 

0.0203 

O.C200 

0.0208 

0.0208 

ASX 

T 

IME      IN 

MTN 

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ss 

1/4"    0.095  0 

.113 

0.138 

0.157 

0.199 

0.239 

0.286 

0.338 

1/2"    0.189  0.227 

0.275 

0.315 

0.398 

0.477 

0.572 

0.575 

Vj.        3/4"    0.284  0« 

.340 

0.413 

0.472 

0.597 

0.715 

0.858 

1.013 

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0.550 

0.628 

0.796 

0.957 

1.144 

1.351 

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2.702 

NOTE:- 
This  table  is  task  Time  for  orte  out 
and  is  _  figured  .as   an  Additional  Length 
of  run  to  operation  #3  on  2-M-7 

REFERENCE  :-. 
For  task  tine  for 
Boring  &"  Facing  Bushing  See  2-M-.7 
Putting  '  radius  on  Bushing  See  2-M-9 

MADE 

REVISED 

2-M-8 

FIG.  99. — RATE    TABLE 


-235 


OBSERVATIONS  OF  HAND  WORK  ON..TURRE 

TIME  FOR....miTim...RApius...QN...B 

BRONZE 

I  LATHE..21".  

Bushing 

USHINS  Radius 

OBSERVER'S  NAME,  H  S55^£S!SSl£j^^!ISelteJfe£j£M2  ...... 
WORKMAN'S  NAME,  DATE,..8/2.e/12..    PIECE  

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2-M-9 

FIG.    100. — RATE  TABLE 


236  — 


OBSERVATIONS 

TIME  F( 

)F  HAND  WORK  ON_M1HE_  a_4«.._  

)P    TURNIMC-  &  FACING  BUSHINGS 

Bushing  ; 
Turning 
&Facing 

WQMZX. 

s 

P.Ba 
3 

o  • 

OBSERVE! 
WORKMAN 
WEIGHT, 

iili 

'SHAME,.  ... 
'SHAME,.. 

|p          1 

MACHINE                    35LE              REED 

L..J.!T.~iii! 

_  „  PATE,    .8/26/1912.     flECE, 

¥ 

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S=E£?3e 

REFERENCES! 
For  Task  Time  for  Turning  &  Pacing  Flange  of  Bushing  See  1-M 
and  1-M-3-B:  For  Filleting  See  1-M 

This  end  Finished  on  Previous  ..-....••"»••-.. 
'Boring  Operation 

11  •!  -•  •  ^  .  _j 

rt-rt  C  HOO 
E-'E->T 

JjO.0000, 

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(0  (0       (£ 

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REVISED 

-M-l 

FIQ.    IOI. RATE   TABLE 


—  237  — 

neglecting  the  question  of  preparation-time  allowance,  are  as 
follows : 


Shape 

Number 

Operation 

of 

of 

Tool 

Cuts 

Face  "A".  . 

PRSH 

2 

Rough  bore  "B"  .  .  .  . 
Semi-finish  "B"  

DCDS 
DCDS 

1 

1 

Ream  .  . 

DRMS 

1 

R.P.M. 

98.5 
98.5 
98.5 
32.5 


Feed 

0.0208 
0.0208 
0.0208 
0.0416 


16.98  minutes 


As  work  of  this  class  becomes  more  or  less  standard  an 
experienced  operator  would  require  in  the  way  of  instructions 
only  the  finished  dimensions  of  the  bushing  and  the  speeds 
and  feeds  for  the  various  cuts. 

Should  there  be  a  flange  on  the  bushing,  similar  to  that  shown 
on  the  rate  table,  Fig.  99,  the  additional  time  for  the  machining 
operation  entailed  and  full  information  regarding  tools,  cuts, 
speeds  and  feeds  would  be  obtained  from  that  table.  Similarly, 
in  the  event  of  a  radius  in  the  base  of  the  bushing  as  shown 
in  Fig.  100,  the  task  time  for  forming  it  and  the  proper  tools, 
speeds,  etc.,  would  be  found  on  Rate  Table,  2  M-9. 

For  the  second  operation,  turning  the  bushing  and  facing 
the  other  end,  the  rate  table  shown  in  Fig.  101  is  used.  The 
task  time  for  the  combined  operation  is  given  as  20.13  minutes 
and  the  table  furnishes  instructions  as  to  the  proper  tools, 
number  of  cuts  required,  feeds  and  speeds.  Disregarding  the 
question  of  preparation-time  allowance,  the  instruction  given 
the  workman  with  his  job  card  would  be: 


Shape 

Operation  of 

Tool 

Rough  turn PRSH 

Finish  turn PRSH 

Cutoff PCC 

File.. 


Number 
of 
Tool 
2 
1 
2 

R.P.M. 
Cuts 
119 
110 
119 
242.5 

Feed 

0.033 
0.025 
Hand 

20.13  minutes 


Should  there  be  a  flange  or  fillet  on  the  end  last  faced,  the 
times  for  such  extra  operations,  together  with  the  necessary 
data  and  information  concerning  tools,  speeds  and  feeds,  would 
be  found  on  the  rate  tables  shown  in  Figs.  102,  103  or  104 
and  the  additional  time  would  have  to  be  counted  in  rating 
the  job. 

Rate  tables  typifying  the  second  class  of  tables  are  illustrated 
in  Figs.  1 06,  107,  108,  109  and  1 10,  which  cover  the  entire  line 
of  work  that  can  be  done  on  a  certain  machine — for  instance, 
the  Warner  &  Swasey  turret  lathe  for  making  pins  and  bushings 


—  238  — 


OBSERVATIONS  OF  HAND  WORK  ON  I  ATHE  ..M"....  

Tllir   tAB                                                                                  'Bu&hingCnange 
llmL    rUK...lUBl}.IMQ..&...EA.C.IHtr..F'LM(iS  .05  .Turning  &  Fac- 
BRONZE  BUSHING  '                                         inp,  Vlan^e. 

OBSERVER'S  NAI 
WORKMAN'S  NAI 
WEIGHT,  

IE,  , 

MAC 
DAT 

HINE,.._  5S..H 

i,.a/2fi/i2*  P 

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REVISED  |g/l8/)l2. 

l-M-2 

FIG.    IO2. — RATE   TABLE 


—  239  — 


OBSERVATIONS  OF  HAND  WORK  ON^ATHE.^"  ~  

TIME  FOR.-FACIIxa_.ELM5.B...QK...MSJ.m.  pJoiig28 
BRONZE                               Flanges 

OBSERVER'S  NAME, 
WORKMAN'S  NAME, 
WEIGHT,  ..-..IB 

MACHINE       35   ^S     RE^ 

DATE,  .S/27/12.   plECF,                         

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»-M-3 

FIG.    101. RATE   TABLE 


—240  — 


OBSERVATIONS  OF  HAND  WOR 
TIME    FORJMETJ8& 

(  ON         TiATHHS                        Bushinc 

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f-M-4 

FIG.    104. RATE    TABLE 


—  241  — 

from  bar  stock  not  more  than  38^  inches  long  and  limited  in 
section  to  4*/g  inches  in  diameter  for  round  stock  or  3!^  inches 
in  short  diameter  for  hexagonal  stock.  The  use  of  the  tables 
for  rate  setting  and  the  form  of  the  instructions  issued  to  the 
workmen  for  a  particular  task  may  be  best  illustrated  by  con- 
sidering a  specific  example,  for  instance,  establishing  the  time 


*    _      .  —— 

tfy  r. 


*^L 


liJiz 


I  B     I 

p. s"L >| 

Length  m  Rough,  6" 

FIG.   105. — STANDARD  BRONZE  BUSHING 

it  should  take  to  cut  a  headed  pin  from  bar  stock  of  machinery 
steel,  such  as  diagrammatically  shown  in  Fig.   112. 

The  type  of  pin  is  also  illustrated  on  Rate  Table  2  M-i,  Fig, 
106,  on  which  the  task  time  for  cutting  a  pin  of  the  dimensions 
given,  from  machinery  steel  at  the  proper  speed  for  the  material 
— 70  feet  per  minute — and  employing  the  approved  feeds,  is 
given  as  26.75  minutes.  This  rate  calls  for  the  turning  of  the 
pin  in  one  cut,  and  chamfering  and  parting  with  hand  feed. 
The  necessary  instructions  for  performing  the  task  required 
by  the  experienced  workman,  familiar  with  the  machine  em- 
ployed, etc.,  would  simply  be: 

Turn..  47.8  R.P.M.         0.01  Feed 

Chamfer...     47.8         "  Hand     " 

Part 47.8 

26.75  minutes  per  piece. 

Should  rates  be  required  for  other  forms  of  pins,  such  as 
those  illustrated  on  other  of  the  rate  tables,  the  task  time  for 
the  additional  operations  and  the  information  as  to  speeds 
and  feeds  would  be  taken  from  the  rate  tables  on  which  the 
desired  form  of  pin  was  depicted  and  the  task  time  added 
to  that  for  cutting  the  simple  pin  of  the  same  over-all  dimensions 
illustrated  on  Rate  Table  2  M-I. 

The  necessity  of  referring  to  more  than  one  rate  table  to 
find  the  task  time  for  the  more  complicated  forms  draws  atten- 
tion to  a  very  important  consideration  in  making  up  serviceable 


—  242  — 


OBSERVATION  OF  HAND  WORK  OH—  LE  ....._  „ 
TIME   FOR                     TUrtKIKG  i  PARTING  PINS 

OBSERVER'S  NAME,       D.V.Men«iok                  .                           MACHINE.         "Warner  A  Svrassy"    Turret  Lathe  113-3  LT 

WORKMAN'S  NAME,            cheney._..  „           DATE,                                            ., 

4-1/8"    Round 
3-1/2"    Hex. 
38-1/2"  Long 

WE|6HT                                                                                                                    Max  Capacity 

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MADE 

REVISED  ;                                  | 

a-M-t 

FIG.    IO6. RATE   TABLE 


—  243  — 


OBSERVATIONS  OF  HAND  WORK  ON 

TIME  FOR..  tf«n^rag_ 

JU 

s. 

r. 

OBSERVER'S  NAM 
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FIG.    lO/. — RATE  TABLE 


—  244  — 
OBSERVATIONS  OF  HAND  WORK  ON 

TIME    FOR          THREADING  PINS 

•  •  m  Mi    •  %FS» — - - 


3LT 


OBSERVER'S  NAME,. 
WORKMAN'S  NAME, 
WEIGHT,  ..................  IBS 


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REVISED 


2-M-3 


FIG.    108. RATE   TABLE 


—  245  — 


OBSERVATIONS  OF  HAND  WOR 

TiME  FOR.3HBKBffi.-j 

K  ONt.....  JM  
ner  &.  Swasey"   Turret 

OBSERVER'S  NAM 
WORKMAN'S  NAM 
WEIGHT,,.  

E     D.   V.  Merrick           MACHINE.   "War 

Lathe-li  6-3LT  . 
"  4-178"  "Round 
3  -1/2  'V  Hex. 
38-1/2"  Long  . 

i. 

^Cheney                           DATE,^  _     ^          Max.  Capacity 

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FIG.    109. — RATE    TABLE 


246  — 


.OBSERVATIONS  OF  HAND  WOF 

TIME  FOR  PL1!1 

K  ON      LLT.  _ 

BIG  A1ID  PARTIHO  BUSHIKGS 

OBSE 

WORD 
WEIC 

RVER'SNAME,            P. 
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FIG.    1 10. — RATE  TABLE 


247  — 


OBSERVATIONS  OF  HAND  WORK  ON  SKL_^  
TIME  FOR...  JRILLIN5...0R._.REAMraG  

OBSERVER'S  NAME. 
WORKMAN'S  NAME. 
WEIGHT,.  _  

D.  V.  Merriok                WACHINE    "Warner  &  Swasey"     Turret  Lathe  116-3LT 

Cheney                  p/^jE 

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FIG.    III. RATE    TABLE 


—  248  — 

rate  tables.  The  method  that  should  be  employed  is  to  make 
up  first  a  base  rate  table  for  the  simplest  form  of  operation, 
whether  the  class  is  that  of  a  line  of  product  simply  varying 
in  size  or  the  class  which  covers  the  operations  to  be  performed 
on  a  certain  type  of  machine,  and  then  supplementary  rate 
tables  for  the  additional  operations  required  for  the  more 
complicated  forms.  This  plan  makes  it  possible  to  tabulate  all 
necessary  data  in  a  much  more  condensed  form  and  according 
to  a  simpler  arrangement  than  if  separate  tables  are  compiled 


FIG.    112. STANDARD    STEEL   PIN 

for  each  particular  form,  as  only  two  varying  dimensions  have 
to  be  cared  for  on  each  table.  A  table  for  each  varying  form 
and  type  of  product  would  necessitate  repeating  the  data  for 
the  simplest  form  in  combination  with  other  data  on  each  rate 
table,  which  would  be  difficult  to  do  and  result  in  a  complicated 
arrangement  for  most  of  the  tables.  With  a  base  table  and 
supplementary  tables  for  additional  operations  the  necessary 
data  for  any  form  of  product  can  be  easily  gathered  and  a 
further  advantage  is  realized  in  that  any  necessary  changes 
in  the  tables  can  be  made  comparatively  easily  and  new  varia- 
tion tables  may  be  readily  added  to  the  records  at  any  time. 

In  the  examples  given  of  the  method  of  setting  rates  from 
rate  tables,  special  mention  was  made  that  preparation-time 
allowances  were  disregarded  or  that  the  rate  arrived  at  was  the 
task  time.  For  establishing  rates  of  pay  a  certain  amount  of 
time  has  to  be  added  to  the  task  time  for  preparation,  such  as 
changing  jobs,  setting  up  machines,  etc.,  in  order  to  have  a 
fair  basis  upon  which  to  figure  recompense.  Preparation  time 
varies  greatly  in  different  establishments,  so  careful  time  studies 
should  invariably  be  taken  to  determine  the  proper  time  to 
allow  for  preparation.  In  a  well  standardized  shop,  to  use  a 
common  expression  for  a  shop  under  able  management,  the 
preparation  time  would  probably  be  but  a  half  or  even  a  third 
of  that  necessary  for  a  shop  not  standardized.  It  is  quite  ob- 
vious, then,  that  it  is  of  the  greatest  import  to  standardize  and 
bring  under  control  the  efforts  of  the  managerial  group  before 
standards  can  be  set  for  the  workmen  with  any  reasonable 


—  249  — 

expectation  that  they  can  be  maintained  or  prove  of  much 
value. 

One  other  hackneyed  subject  that  will  bear  repetition  is  the 
necessity  for  the  standardization  of  speeds  and  feeds  for  machine 
tools  before  effective  use  can  be  made  of  time-study  data. 
Satisfactory  rate  tables  can  only  be  effectively  compiled  and 
made  of  value  when  the  speeds  and  feeds  of  all  machine  tools 
to  which  the  tables  in  any  way  refer  are  standardized.  That 
means  that  every  machine  in  the  establishment  should  be 
brought  to  standard,  for  the  time-study  work  will  affect  every 
piece  of  equipment — if  not  immediately,  then  as  soon  as  any 
progress  is  made. 


APPENDIX  V 
INVESTIGATIONS  OF  MOLDING   PROCESSES 


APPENDIX  V 

INVESTIGATIONS  OF  MOLDING  PROCESSES 

THE  taking  of  time  studies  on  machine  operations — in  the 
machine  shop,  for  example — which  has  now  evolved  into 
a  pretty  well  standardized  procedure  along  approved  and 
proven  lines,  has  been  developed  only  through  years  of  pains- 
taking investigations  of  the  individual  operations  involved,  their 
classification  and  standardization  and  effective  combinations. 
The  same  may  be  said  to  some  extent  of  the  approved  methods 
of  arriving  at  effective  rates  for  performing  other  work  which 
at  first  might  appear  to  involve  too  much  handling  time  and 
to  be  governed  by  too  many  conditions  seemingly  so  variable 
in  nature  as  to  offer  little  encouragement  of  establishing  reliable 
measures  of  time. 

The  success  with  which  accurate  rates  are  predetermined, 
even  now,  for  a  pretty  various  assortment  of  work  in  different 
industrial  activities  proves  the  soundness  of  the  principles  upon 
which  time  study  is  founded  *  and  indicates  that  there  is  not 
a  line  of  industrial  work  which  involves  repetition  of  operations 
in  more  or  less  regular  cycles  which,  if  comprehensively  investi- 
gated, cannot  be  quite  thoroughly  rated  as  to  time  work  should 
take.  The  chief  difficulty  in  the  way  of  rapid  progress  in  pre- 
determining rates  lies  in  the  lack  of  the  necessary  time-study 
data,  the  need  for  which  can  only  be  met  by  accumulating 
information  derived  from  comprehensive  investigations  in  all 
lines  of  industry  as  to  approved  methods  of  procedure  in  per- 
forming necessary  operations,  unit  times  for  elementary  opera- 
tions, sequences  of  elements  for  fundamental  operations  and 
establishing  times  for  all  acts  that  can  be  standardized. 

An  investigation  of  this  character  is  well  illustrated  in  a 
search  for  a  time-rate  to  set  on  preparing  a  metal  flask,  with 
drag  and  cope,  for  pouring  a  steel  casting — the  molding  to  be 
by  hand,  in  dry  sand — conducted  at  the  Watertown  Arsenal, 
Boston,  Mass. 

A  careful  time  study  of  the  complete  task  of  molding  was 
entailed  and  the  condensed  summary  of  the  data  secured  will 

*  See  Chapter  I. 


—  254-— 

clearly  outline  the  procedure  adopted  and  show  the  thoroughness 
with  which  such  an  investigation  should  be  conducted.  The 
task  involved  four  major  fundamental  operations:  i.  Setting 
and  ramming  the  drag;  2.  Setting  and  ramming  the  cope; 
3.  Finishing  the  drag;  4.  Finishing  the  cope — besides  the  neces- 
sary handling  of  the  completed  mold  and  moving  it  to  its 
proper  place  on  the  foundry  floor.  Conveniently  tabulated, 
the  data  secured  was  as  follows: 


Operation 
No. 

1 


TIME-STUDY  INVESTIGATION 

OF 

SYEEL  MOLDING  IN  METAL  FLASKS 
DRAG  AND  COPE 

(A}  SET  AND  RAM  DRAG 


Set  mold  board  (includes  "level  off  for  mold  board"). 

Level  off 

Set  mold  board .  . 


Set  drag  pattern  on  mold  board 
Hoist  and  land  drag  on  mold  board 

Call  crane 

Fasten  4  hooks  to  drag 

Make  taut 

Hoist  drag 

Travel 

Lower  on  board 

Remove  hooks .... 


Hoist  and  remove  bottom  plate. 

Loosen  and  remove  3%"  bolts  (helper  loosens  3) .... 
Hoist  and  remove  plate 

Set  and  tighten  6-in.  clamps.     Time  per  clamp    =  0.30 

min.  (includes  setting  and  wedging  up). 

6  clamps  per  drag 

Set  gates  for  bottom  pour  (combines  with  operation  No.  9 

and  time  includes  bottom  pour). 
Set  rods.     It  varies  from  1.00  min.  on  the  recoil  cylinder  to 

8.25  min.  on  the  sheave  bracket.    Ordinarily  3.00  min. 

would  cover  most  cases. 
Time  to  fill  drag  and  ram  up. 

Sand  Required  for  Drag* 

Amount  of  sand  required  =  (cubic  ft.  of  drag — cubic 

ft.  of  pattern)  x  2. 

Amount  of  facing  required  =  cubic  ft.  of  pattern  x  3.25. 
Amount  of  backing  required  =  cubic  ft.  of  sand  re- 
required — cubic  ft.  of  facing. 

NOTE:     Cubic  ft.  of  pattern  can  be  figured 

W 

from  estimated  weight  of  casting  = 


plus  risers,  if  there  are  any. 


0.283  x  1728 


Minutes 


1.20 
0.80 


.88 
.15 
.09 
.15 
.22 
.36 
09 


0.90 
.75 


2.00 
2.50 


1.94 


1.65 


1.80 


*  A  facing  shovelful  is  a  heaping  shovel,  and  is  handed  to  moulder  by  helper,  and  placed  where 
r  -quired.  A  backing  shovelful  is  an  amount  that  can  be  put  on  the  shovel  in  the  ordinary  manner 
of  shoveling  and  is  shoveled  in  by  helper. 

Facing  shovelful     =0.2S  cub.  ft. 

Backing  shovelful  =0.23  cub.  ft. 


-255  — 

Operation 

No.  Time  to  Fill  Drag  Minutes 

Time  to  fill  in  one  cubic  ft.  of  facing 0. 475 

Time  to  fill  in  one  cubic  ft.  of  backing 0. 190 

Time  to  Ram  Drag 

Time  to  peen  ram  one  cubic  ft 0. 10 

Time  to  butt  ram  (air)  one  cubic  ft 0. 14 

9     Cut  out  bottom,  pour  gate,  nail,  silica  wash  and  cover  with 
core  plate.    Combines  with  operation  No.  6 

Set  sprue 35 

Set  connecting  gate .30 

Clear  away  for  gate 1 . 20 

Cut  gate 1 . 50 

Set  6  rods  M"  x  6" 70 

Smooth  up 2. 10 

Draw  sprue .20 

Set  nails 

Silica  wash .57 

"   Set  and  adjust  core  plates 1 . 05 

Shovel  in  facing  sand ~. 

Tuck  in  facing  sand .28 

Ram  facing  sand .45 

Set  iron  plate  over .60 

10.12* 

10  Strike  off. 

Strike  off  with  shovel  is  done  by  helper  (no  time  allowed)  per  1 

Man  and  helper  strike  off  with  strike* sq.    I      0. 75 

Man  and  helper  level  off  with  strike ft.    J 

11  Hoist  and  land  bottom  plate. 

Call  crane 88 

Hoist  and  land  bottom  plate .75 

Adjust  bottom  plate  to  match  hole.  (Pound  with 

dolly  bar) 48 

Bolt  bottom  plate  to  drag  (6  bolts).  Man  puts  in  3 

bolts  while  helper  puts  in  3 3 . 00 

Wedge  between  plate  and  drag .80 

5.91 

12  Hoist  and  roll  drag  over. 

Call  crane  f 

Fasten  2  hooks 15 

Make  taut .12 

Hoist  and  roll  over .81 

Hoist  and  set  on  bed .21 

Remove  hooks .09 

1.38 

13  Remove  clamps  and  mold  board.* 

Knock  loose  6  clamps 0. 45 

Remove  board 0. 30 

0.75 

14  Make  joint  preparatory  to  setting  cope. 

For  ordinary  drag,  0.30  min.  per  sq.  ft.  of  net  surface, 
up  to  1.20  min.  per  sq.  ft.  for  a  difficult  one. 
Per  sq.  ft 0. 30 


NOTE:   Size  of  drag  about  3"  wide  by  3"  deep  by  7"  long. 

*  This  time  is  practically  the  same  for  all  sizes  of  drags. 

*  Strike  is  a  metal-bound  wooden  strip  about  1"  x  3"  x,96",  operated  by  man  and  helper.     Level 
-with  strike  operated  in  the  same  manner,  except  that  a  block  is  used  against  drag  by  each  man, 
ras  a  distance   piece. 

t  This  operation  is  done  immediately  following  the  above  operation  and  crane  is  already  at  the 
job. 

*  Clamps  are  knocked  loose  by  molder  and  board  is  removed  by  molder  and  helper.     Helper 
removes  board  and  clamps  to  one  side. 


—  256  — 


Operation 

No.                                   (B)     SET  AND  RAM  COPE 

Minutes 

15     Set  cope  pattern  
16     Hoist  and  land  cope  on  drag 

1.50 

Call  crane  

.88 

Fasten  hooks  

.15 

Make  taut  :  

.08 

Hoist  cope  

.36 

Travel  50  ft  

.75 

Put  in  flask  pins  

.60 

Lower  on  to  drag  

.50 

Remove  hooks  

.09 



3.21 

17     Set  risers  and  sprue.     (Time  is  figured  with  operations  23 

and  24.) 

RISERS 

SIZE                              3"  Sprue        6"            8" 

10  " 

12" 

Setting  Risers. 

Get  risers  10  ft.  away,  per  riser  0.09        0.09        0.09 

0.09 

0.09 

Set  riser  .                 .15             15 

.15 

.15 

Set  sprue  .15 

Total  024        0.24        0.24 

.024 

0.24 

Draw  risers. 

Wet  surface  09           .09           .09 

.09 

.09 

Smooth  up  around  riser  with  trowel.           .30           .30           .30 

.30 

.30 

Rap  12           .12           .15 

.18 

.21 

Draw  sprue  .30         .... 

Draw  riser  ....           .30           .35 

.40 

.45 

Ream  and  smooth  up  .50           .60           .69 

.77 

.85 

Total  1.31         1.41         1.58 

1.74 

1.90 

File  and  Ream. 

Fill  in  facing  (riser  hole)  0.  22        0.  22 

0.22 

0.22 

Spread  ....          ....          .... 

Peen  Ram  .23           .26 

.29 

.32 

Butt  ram  29           .33 

.37 

.41 

Silica  wash  0.  33           .40           .45 

.50 

.55 

Total  0.33         1.15         1.26 

1.38 

1.50 

Reamer  on  Joint  Side. 

Ream  out  riser  1  .  25         1  .  29 

1.40 

2.00 

Set  nails  0.65        0.90 

1.18 

1.40 

Total  1.90        2.19 

2.58 

3.40 

Grand  total  1.88        4.70        5.27 

5.94 

7.04 

18     Fill  cope. 

Sand  Required  for  Cope  (see  note) 

Amount  of  sand  required  =  cubic  ft.  of  cope,  cubic  ft.  of 
pattern  (risers,  if  there  are  any)  x  2. 

Amount  of  facing  required  =  cubic  ft.  of  pattern  risers  (sur- 

face of  cope  x  \Y<i'  depth)  x  2.25. 

Amount  of  backing  required  •=  cubic  ft.  of  sand  re- 

quired —  cubic  ft.  of  facing. 

Time  to  fill  in  one  cubic  ft.  of  facing  

0.475 

Time  to  fill  in  one  cubic  ft.  of  backing  

0.250 

NOTE:    If  cope  were  properly  ribbed  this  operation  would  be  unnecessary. 
*  Cubic   feet. 


—  257  — 

Operation 

No.  Minutes 

19  Set  rods  (See  operation  7). 

20  Set  gaggers.f 

Length  of  gaggers  in  inches 10         12         15         18         20         24 

Time  in  minutes  to  set  one  gagger  0.084  0.100  0.125  0.150.0  167  0.200 
Number  of  gaggers  per  sq.  ft. ...       8.5       8.1       7.4       6.9       6.7      6.5 

21  Ram  cope. 

Time  to  peen  ram  one  cubic  ft 0. 20 

Time  to  butt  ram  (air)  one  cubic  ft 0. 30 

22  Strike  off  cope  with  trowel.     Per  sq.  ft 0. 15 

23  Draw  risers  and  sprues  (See  operation  17). 

24  Fill  in  and  ram  riser  holes  (See  operation  17). 

25  Set  and  clamp  plate  to  support  in  rolling  over. 

26  Hoist  and  roll  cope  over. 

Call  crane 0. 88 

Fasten  4  hooks  (man.  2;  helper,  2) .15 

Make  taut .' 09 

Draw 15 

Hoist 15 

Fasten  3  hooks  from  other  trolley .21 

Hoist  second  trolley,  lower  first .  .  . .42 

Swing  cope  180° 09 

Hook  on  4  hooks  (first  trolley) .  36 

Hoist  level .45 

Lower  to  bed .«• 1. 20 

Remove  hooks .21 

4.36 

(C).    FINISH  DRAG 

27  Finish  joint  before  drawing  pattern. 

For  the  ordinary  drag,  time  equals  0.17  min.  per  sq. 
ft.  net  of  surface  of  drag.  In  some  cases  it  might  go 
higher.  Per  sq.  ft 0. 17 

28  Draw  pattern.    From  present  data,  time  equals  no.  cubic 

ft.  in  pattern  x  0.85  min. 

29  Patch  mold  after  pattern  is  drawn. 

Time  equals  no.  cubic  ft.  in  pattern  x  1.  70  min. 

30  Cut  gates.* 

Cut  gate  3"  x  3"  x  6"  long 80 

Smooth  up 1 .  70 

Draw  sprue .20 

Ream 1.28 

Set  15  nails 82 

Lift  out  loose  sand 1 . 50 

Air  blow  out .50 

Smooth  up 60 

7.40 

31  Set  nails  (3"  nails). 

Nails  per  sq.  ft.,  42  up  to  50. 

Set  and  push  nail  in,  0.05  min.  per  nail,  up  to  0.075 
min.  per  nail. 

32  Cut  brackets.! 

YB"  x  1"  x  2^"  long         %"  x  1W  x  6"  long 

Use  Templet 
Lay  off  for  bracket.     Mark  per 

bracket 0. 12  min.        0. 12  min. 

Cut  bracket 30  2. 00 

Smooth  up 30  1 . 20 

Lift  out  loose  sand.    Per  bracket         .25  .50 

Air  blow  out  sand.     Per  bracket.         .  05  . 05 

1.02  3.87 


t  Length  or  size  of  gagger  equals  depth  of  cope.  Square  feet  of  gaggers  to  set  equals  area  of  the 
cope  minus  area  of  the  pattern  surface  in  the  cope  plus  the  area  of  the  risers. 

*  All  gates  for  steel  molding  are  about  the  same. 

t  Brackets  are  slits  cut  in  the  mold,  where  two  parts  come  together,  and  are  for  relieving  the 
strain  when  casting  is  cooling. 


—  258  — 
Operation 

No.  Minutes 

33  Silica  wash.     Time  per  sq.  ft.  of  area  washed 0. 25 

Area  washed — exposed  surface  of  flask,  plus  exposed 
surface  of  pattern,  pms  exposed  surface  of  risers. 

(D)     FINISH  COPE 

34  Finish  cope  before  drawing  pattern.     For  ordinary  cope, 

this  time  equals  0.30  min.  per  sq.  ft.  of  net  surface. 

Per  sq.  ft 0. 30 

35  Draw  pattern.    From  present  data,  time  equals  no.  cubic 

ft.  in  pattern  times  0.85  min. 

36  Patch  after  drawing  pattern. 

Time  =  no.  cubic  f:.  in  pattern  times  1.70  min. 

37  Ream  risers.     (See  operati  n  17.) 

38  Smooth  over  nails. 

(20  or  more  at  a  time)  0.0175  per  nail. 
Setting  nails  and  smoothing,  allowing  42  nails  per  sq. 
ft.  at  0.05  min.  per  nail  for  settin  ,  and  0.175  min.  per 
nail  for  smoothing  =  2.835  min.  per  sq.  ft. 

39  Cut  brackets.     (See  operation    2.) 

40  Silica  wash.     Time  =  .25  min.  per  s  .  ft.  of  area  washed. 

See  note  under  Operation  33.     Per  sq.  ft 

41  Hoist  and  rest  cope  on  drag. 

Call  crane 0. 88 

Fasten  2  hooks • 15 

Make  taut .06 

Hoist  cope 15 

Put  blocks  on  drag .60 

Lower  onto  blocks  on  drag .36 

Remove  hooks .09 


42     Hoist  cope  and  drag  and  put  t6  one  side. 

Fasten  2  hooks  on  drag 0. 15 

Make  taut .06 

Hoist  drag  and  cope .33 

Travel  20  ft 21 

Lower  to  floor ~, . . . .          .21 

Remove  hooks .09 

1.05 

An  allowance  for  fatigue  of  25%  should  be  added. 

The  observations  on  some  of  the  numbered  operations  entailed 
the  development  of  methods  to  arrive  at  conclusions  as  to  time 
requirements  by  simple  calculations  if  the  results  of  the  in- 
vestigation were  to  be  made  generally  applicable — for  example, 
in  the  case  of  Operation  No.  8,  "Time  to  fill  drag  and  ram  up  " — 
and  it  is  of  considerable  interest  to  compare  the  results  secured 
through  the  use  of  the  more  or  less  empirical  formula  method 
and  those  arrived  at  through  carefully  conducted  time  studies. 
The  practical  value  of  such  time-study  investigations  depends 
in  no  small  measure  upon  the  accuracy  of  any  empirically 
derived  formulas.  A  comparison  of  conclusions  on  the  time 
required  to  fill  and  ram  various  sizes  of  drags,  accommodating 
different  sizes  of  patterns,  arrived  at  by  the  formulas  derived  and 
by  comprehensive  time  studies,  follows,  from  which  it  will  be 
seen  that  the  results  secured  by  the  two  methods  are,  for  all 
practical  purposes,  the  same. 


—  259  — 
COMPARISON  OF  CALCULATED  CONCLUSIONS  AND  TIME  STUDIES 

FOR  DRAG 

Size  of  drag  in  inches,  60  x  26  x  14. 

Cubic  ft,  of  drag =   12. 70 

Cubic  ft.  of  pattern =     1 . 58 

Total  amount  of  sand  required =   11. 12  x2  =  22. 24 

Amount  of  facing  required =  5. 13  xO.  475    =   2.44 

Amount  of  backing  required =  17.11x0.19      =3.25 

Peen  ram =  22. 24  x 0. 10      =  2. 22 

Butt  ram  (air) 22. 24  xO.  14     =3.11 

11.02 

25% 2.75 


By  time  study 13. 90 

Size  of  drag  in  inches,  48  x  48  x  32. 

Cubic  ft,  of  drag '.    =  41 .  72 

Cubic  ft.  of  pattern =     5. 00 

Total  amount  of  sand  required =  36.  72  x2  =  73.  44 

Amount  of  facing  required 16.  25  x  0. 475  =    7. 72 

Amount  of  backing  required =               57. 19  xO.  19     =  10. 87 

Peen  ram =               73.44x0.10     =    7.34 

Butt  ram  (air) 73.44x0.14    =10.28 

36.21 

25% 9.05 

45.26 
By  time  study 47. 46 

Size  of  drag  in  inches,  72  x  48  x  24. 

Cubic  ft,  of  drag =  48. 

Cubic  ft.  of  pattern =     5. 12 


Total  amount  of  sand  required =  42. 88  x 2  =  85. 76 

Amount  of  facing  required =              16. 65  x  0.  475  =    7. 90 

Amount  of  backing  required =             69. 11  x 0. 19     =  13. 15 

Peen  ram =             85.76x0.10    =    8.57 

Butt  ram  (air) 85.76  xO.  14     =  12.00 

41.62 
25% 10.41 

52.03 
By  time  study 60. 62 

Size  of  drag  in  inches,  60  x  68  x  16. 

Cubic  ft.  of  drag =  37. 70 

Cubic  ft.  of  pattern =     3. 25 

Total  amount  of  sand  required =  34. 45  x  2  =  68. 90 

Amount  of  facing  required 10. 56  x  0. 475  =    5. 00 

Amount  of  backing  required =             58.34x0.19     =11.07 

Peen  ram =             68. 90  x  0. 10    =    6  89 

Butt  ram  (air) =             68.90x0.14    =    9.65 


32.61 
25% 8.15 


40.76 

By  time  study 43.77 


—  260  — 

A  time-study  investigation  of  this  nature  not  only  furnishes 
valuable  data  for  computing  reasonable  rates  for  work  and 
setting  time  allowances  for  tasks  of  similar  specific  character, 
but  may  be  amplified  and  analyzed  with  a  view  of  developing 
tabulated  or  chartered  time-study  records  in  forms  to  simplify 
and  expedite  rate  setting  materially.  At  the  Watertown  Arsenal 
this  was  not  done,  but  the  more  restricted  investigation  pro- 
duced much  valuable  information  now  available  for  further 
developments  in  the  standardization  of  foundry  practice  and 
rating  methods. 


APPENDIX  VI 
RATING  FOR  DROP-FORGING  OPERATIONS 


APPENDIX  VI 

RATING   FOR  DROP-FORGING   OPERATIONS 

TIME-STUDY  investigation  carried  through  to  a  com- 
paratively high  degree  of  development  from  which  an 
unusually  convenient  and  effective  system  for  checking  times 
was  made  up  from  the  data  secured.  This  data  was  arranged 
in  the  form  of  curves  and  is  well  typified  in  the  procedure 
of  determining  the  correctness  of  time-study  observations  for 
drop-forging  work.  With  the  curves  as  an  aid  it  is  only  neces- 
sary to  take  a  few  observations  to  determine  the  sequence 
of  the  elementary  operations  and  any  features  peculiar  to  the 
operation. 

From  these  observations  an  instruction  card  can  be  made 
up  and  the  time  for  each  standard  elementary  motion  can  be 
taken  from  the  curves.  With  such  a  guide  accurate  rates  can 
be  set.  During  the  development  of  the  system  time  studies 
were  taken  of  every  elementary  operation  in  any  way  connected 
with  the  work  under  observation.  The  data  secured  was 
analyzed,  summarized,  grouped,  arranged  and  systematically 
tabulated.  Finally,  the  nature  of  the  work  had  been  standard- 
ized as  to  character,  procedure,  weight,  material  used,  and 
the  equipment  diagramed  as  to  location,  etc.  (See  typical 
plan,  Fig.  113.) 

This  study  shows  that  with  a  thoroughly  standardized  equip- 
ment exhaustive  time  studies  could  be  taken  from  which  tables 
or  curves  may  be  worke  up  that  wo  Id  allow  the  predetermining 
of  a  rate  from  the  drawing  for  any  drop  forging. 

A  description  of  the  method  used  to  arrive  at  the  task  time 
for  a  drop-forging  job  with  the  aid  of  these  curves  and  an 
illustration  of  an  instruction  card  for  a  specific  job  to  show  the 
ease  with  which  it  is  compiled  will  serve  admirably  to  bring 
out  the  value  of  such  time-study  work,  not  only  where  these 
curves  have  been  used,  but  to  industry  in  general.  The  example 
should  be  particularly  illuminating,  for  the  character  of  the 
work  is  quite  different  from  the  ordinary  run  of  machine-shop 


—  264  — 

work  with  which  time-study  work  is  so  commonly  associated 
in  the  public  mind. 

The  procedure  in  conducting  any  work  so  well  standardized 
as  must  be  that  of  a  drop-forge  shop  employing  a  system  of 
rating  work  from  time-study  data  must  follow  a  definite  set  of 
rules  governing  executive  actions  quite  as  much  as  those  of  the 


TRIMMER. 


FIG.     113. — ATYPICAL    PLAN    OF    DROP-FORGING    DEPARTMENT 

workmen.  Managerial  and  productive  departments  must  co- 
operate. This  is  well  exemplified  in  the  clear-cut  instructions, 
which  follow,  for  the  use  of  the  time-study  curves. 


INSTRUCTIONS  FOR  THE  USE   OF  TIME-STUDY  DATA  CURVES 
AND  NOTES  ON  FORGING  PROCEDURE 

i.  The  first  step  is  to  determine  the  dimensions  of  the  bars 
necessary  to  produce  the  desired  piece.     Also  the  length  of  bar 


265 

and  number  of  bars  operator  can  carry  conveniently  at  one 
time.     Use  Curve  "C"  for  walking  time. 

2.  Then  figure  the  necessary  number  of  cubic  inches  to  be 
heated  on  end  of  bar  and  from  that  obtain  the  proper  heating 
time,    Curve    "  B." 

NOTE:    The  above  items  are  known  as  preparation  time. 

3.  After  first  bars  put  in  furnace  are  heated  pick  one  bar  out 
of  furnace  and  carry  to  trip  hammer  for  drawing  or  to  drop  for 
forming,  whichever  is  necessary,  using  Curve  "C"  for  walking 
allowance  after  distance  has  been  ascertained. 

4.  If  bar  is  taken  to  trimmer  for  drawing  allow  0.03  min. 
for  placing,  adjusting,  tripping  and  allowing  hammer  to  attain 
full   motion.     When   trip    hammer   has    attained   full   motion, 
count  number  of  blows  necessary  to  perform  drawing  operation 
and  make  allowances  as  per  Curve  "/),"  considering  weight  of 
hammer. 

5.  Should  it  be  necessary  to  re-insert  bar  in  furnace  after 
drawings     make    allowance    using    Curve    "C"    for    distance 
traveled. 

6.  If  bar  is  taken  to  drop  allow  0.03  min.  for  placing  on  die 
and  tripping  where  dropping  is  done  immediately  after  forming 
and  on  the  same  machine. 

7.  Forming  and  dropping  time  is  determined  by  the  number 
of  blows  necessary  for  each  operation,  taking  into  consideration 
the  type  of  drop  necessary;    i.  e.,  heavy,  light  or  steam,  using 
Curves  "E"  for  this  purpose. 

8.  If  trimming  is  necessary,  walking  allowance  from  drop  to 
trimmer  must  be  made — determine  number  of  feet   and   use 
Curve  "C." 

9.  For  placing  under  trimmer,  adjusting  and  tripping,  allow 
0.02  min. 

10.  For  trimming  allow  0.015  min. 

11.  For  clearing  trim   allow  from  0.02   min.   to  0.05   min., 
depending  on  size. 

12.  If  necessary  to  brush  off  scale  with  wire  brush   after 
trimming,  allow  -        — . 

13.  Move  bar,  place  under  cut-off  and  trip — allow  0.03  min. 

14.  Cut-off — allow  0.015  min- 

15.  After  cut-off  return  bar  to  fire,  make  allowance  as  per 
Curve  "C"  for  distance  traveled. 

16.  Figure  out  the  number  of  pieces  that  can  be  obtained 
from  the  bars  inserted  in  the  furnace.     Then  multiply  the  time 
per  piece  or  cycle  of  all  elementary  operations  described  above 
by  number  of  pieces  obtainable.    This  gives  the  total  time  for  all 


—  266  — 


\ 

V 

i^ 
ffl            0 

\ 

\ 

1/1  '•'O  1  2345<c7&9!01 
Cubic  Inches  Headed  on  End  of  Bar 

T7T/~«  T  T  r  T«T  A/I  T?  O  T1  1  TT\ir  TVA'T'A  /~>TT15f7r' 

HEATING  BARS 

\ 

\ 

\ 

s 

^ 

^\ 

•  "o1 

\ 

^ 

\ 

"N 

X. 

x 

X 

- 

^ 

X 

^»- 

*  —  . 

^ 

=e8£8£888£8£8£8£§l 

\ 

J  4  5  &  7  6  9  10  II  12  13  H 
Number  of  Bar&  Handled  perTrip. 

s 

\ 

^ 

\ 

v 

\ 

Indudes-Sorting  to  Length- 
Pick  up  -Carry  to  Fire- 
Place  in  Fire.  Approximate 
Distance  I5fr. 

«* 

^\ 

Cfc 

o 

^ 

^X 

c 

^x 

<$s 

* 

\ 

\ 

\ 

\ 

- 

\ 

934-nuin  ui 


auuj. 


s  o 


—  267  — 


o.n 

0.10 
0.09 
0.03 

<D  °-07 
<y 

~|  0.06 
*  0.05 
•0  004 
^  003 

0.02 

ODI 

°, 

/ 

/ 

FOR  HffNL 
Including 
or 
or 
Note:-  For 

)A  /A/S  5#/?  sroc/r  TO  RND  FROM  Mac 

Time  1v  Pick  up  Bar-  Walk  "ho  Drop-P 
>»     »     »     >»    »  'and  Walk  i-oTri) 

HINES.  ' 
lace  on  Die  and  Trip, 
j  Hammer, 
rimer. 
Trip                     ^x 

X 

' 

x 

placing  under  Trimmer.,  Adjusi~and 
Allow  0.02  mi  n. 
For  Trimming  »»     0.015    » 
For  Ctrfrinq  off"     0  015   " 
For  Clearing  Allow  from     io    min. 

x 



^ 

X 

X 

^ 

^ 

„    * 

—    *• 

CUR 

\l£. 

,  •" 

)         1         234         567         &        9       10       11        12       13       14       15        l<o       17        IS      IS 

FIG.    Il6. — TIME-STUDY-DATA    CURVE    FOR    HANDLING    STOCK 


0.36 
0.34 
0.32 
0.30 
0.2& 
0.26 
0.24 

«  022 
4- 

f 

CURVE"D"  ' 

/ 

NOTE- 
For  placing  Adjusting, 
Tripping,  and  Allowing 
Hammer  fo  Attain  Full 
Motion.  Allow   Min. 

^ 

* 

/ 

/ 

/ 

" 

/ 

V 

</ 

/ 

// 

/ 

/ 

/ 

x  0.18 
<D 
E  0.16 

V- 

0.14 
0.10 
009 

/ 

y 

^ 

/ 

/ 

/ 

/ 

^ 

\-  / 

^ 

/ 

/ 

/ 

* 

0.06 
0.06 
004 

/ 

/ 

/ 

/ 

/ 

/ 

/ 

0.02 
° 

/ 

// 

)        10      20      30     40      50     60     70      &0    00       100     110     120    13 
Number  of  Blow&. 

FIG.    Iiy. — TIME-STUDY-DATA  CURVE   FO£  TRIP  HAMMER 


—  268  — 


0.17 


016 


0.15 


0.14 


013 


012 


0.01 


CURVE   £• 


'NOTE' 

For  placing  on  Die  and  Tripping 
after  Forming.  Allow      Hin. 


10       II      J2       )3 


FIG.    Il8. — TIME-STUDY-DATA   CURVE    FOR   FORMING 


65 

80 
75 

t70 

9 

t* 
.*• 

»55 

I- 

I45 

40 


350    0.10  020  030  0.40  0.50  0.60  0.70  0.50  090  1.00   UO   120   130  1.40  1.50   1.60  LTD 
Time  in  Minutes 


FIG.    119. — DROP-FORING    ALLOWANCE    CURVE 


—  269  — 


|: 

DROP  FORGING 

o  sheets-Sheet  4 

DATA  

Illustrative  Instruction  Card   to   Assist   in  Estimating. 

Elementary  Operations.                                       Time       Time       Used 

1.  Load  Furnace  with  6  Bars'  3,5#  Nickel  Steel 

1"    X 

86"             3  Trips                                                .. 

23                           A 

2.  Wait  for 

1st  two  bars  to  heat  (#  of  cu.  in- 

on end  of  bar  to  heat)                                        1. 

50                          B 

3.   Carry  bar 

to  Bradley  Trip  Hammer  6  Ft.- 

.038          C 

4.  place  and 

Adjust.   Trip  and  Allow  Hammer 

to  Attain  Full  Motion 

.03           D 

5.  DRAW  (Ave 

.No.    of  blows  Struck  33) 

200  Ib.  Hammer 

.10            D 

6.  Re-insert 

Bar  in  Fire        6  Ft. 

.038          C 

7.   Carry  Bar 

from  Furnace  to.  Dies  -4  Ft.  &  Trip 

-.034          C 

8.  FORM  2  Blows        1000   Ib.   Drop 

.05            X 

9.  Place  piece  on  Die  and  Trip  after  Forming 

.03           S 

10.  DROP  5  Blows        1000  Ib.   Drop 

.08            B 

11.  Carry  Bar 

to  Trimmer       7  Ft. 

.041          C 

12.  place  Bar 

under  Trimmer,   Adjust  and  Trip 

.02            C 

13.  Trim 

^015          C 

14.   Clear  Trim 

,05            C 

15..  Brush  off 

Scale  with  Brush^(Wire) 

.07 

16.   Carry  Bar 

back  to  Dies     7   Ft. 

.041          C 

17.  Knock  off 

Scale   with  poker,    if  necessary 

.07 

x  1/4 

.018 

18.   DROP      3  Blows 

.06            E 

19.   CARRY  Bar 

to  Trimmer     7  Ft. 

.041          C 

20.  Place  under  Trimmer,    Adjust  and  Trip 

.02            C 

21.   TRIM 

.015          C 

22.  Clear  Trim 

.05            C 

23.  Move  Bar  aj-id  place  under  Cut-Off  Trip 

.03            C 

24.   CUT-OFF 

.015          C 

25.   Return  Bar  to  Fire     8  Ft. 

.044          C 

26.   Repeat   elements   3   to   25-    59   times                                          54.87 
1.73      55.80 

TOTAL  SELECTED  TIME  _«Qr 
MACHINE  TIME,  POWER  FEED  »t 

80. 

MACHINE  TIME,  HAND  FEED     *t  /  

•nstfoHANDLlNG  TIME  C*  —  CURVE)*     &>7'             ^ 

(?5- 

WORKING,  CYCLE  .84. 

*& 

''73  PREPARATION  TIME,  PLUS      >«S~       •}.  =                     > 

il, 

~~/~"                                                                              ,           <f4 
ALLOWANCE  FOR  WASHING  A  OILING  at  />    j£        i. 

E 

TIME  FOR      &>0      PIECES    7TJ, 

TIME  FOR  ONE  PIECE...              „  ~/u? 

«i 

HOURLY  PRODUCTION      3f-ST 

BASE  RATE      '££,       RATE  PER  HUNDRED    *7£^ 

6 

MAN  OPERATES  MACHINES  ON  OPERATION  »JO  

I 

*^ 

o  ICH.C..O.,                      1  „..,....,.                      1                                             1 

o.rc          <*30/7|D.Tt                                      |OAT,                                      1                                                 | 

ICM4TC      (00     »-!• 


FIG.    I  2O. — DROP-FORGING    INSTRUCTION    CARD 


—  270  — 

the  pieces,  after  allowance  for  loading  furnace  and  heat  wait 
have  been  added. 

17.  To  determine  hourly  production:  Derive  the  per  cent, 
of  allowance  from  curve  drawn  up  especially  for  estimating 
purposes  (equivalent  to  regular  No.  40  Curve),  basing  reading 
on  the  time  per  cycle.  When  this  is  obtained,  add  it  to  the 
total  selected.  This  gives  the  working  cycle.  To  the  prepa- 
ration time  add  25  per  cent,  allowance.  To  this  a  flat  shop 
allowance  of  7^  per  cent,  is  added  for  washing  up,  oiling,  heat- 
ing furnace  and  warming  dies.  This  gives  the  time  per  piece 
with  all  allowances  added.  To  arrive  at  the  hourly  produc- 
tion, divide  60  by  the  time  per  piece. 

Curves  "C,"  " D"  and  "£,"  referred  to  in  the  foregoing 
instructions  and  illustrated  in  Figs.  116,  117  and  118,  record  in 
a  convenient  manner  much  valuable  time-study  data.  The 
curve  for  handling  the  stock,  Fig.  116,  apparently  disregards  the 
question  of  load  the  operator  is  supposed  to  carry,  but  this  is 
not  overlooked,  as  the  rate  setter  is  instructed  to  ascertain  the 
number  of  bars  the  worker  can  carry  conveniently  at  one  time. 
Curve  "/),"  Fig.  117,  is  a  double  graph  by  which  the  time  re- 
quired to  operate  either  a  25-  or  2OO-lb.  Bradley  hammer  is 
obtained  for  any  number  of  blows.  The  particular  hammer  to 
use  is  dependent,  of  course,  upon  the  character  of  the  work 
and  should  be  mentioned  on  the  instruction  card  issued  with 
the  job.  The  curve  for  ascertaining  the  time  required  to  form, 
or  drop,  one  piece,  Fig.  118,  is  a  triple  graph  giving  the  time  for 
blows  with  a  heavy  drop  of  600  pounds,  light  drop  of  up  to 
600  pounds  and  with  a  steam  hammer  by  which  heavier  drops 
may  be  administered.  The  required  drop  should  be  invariably 
specified  on  the  instruction  card. 

Curves  "A"  and  " B,"  shown  in  Figs  114  and  115,  are  also 
employed  in  determining  the  task  time  for  a  given  job,  the 
former  giving  the  time  required  to  load  the  furnace  with  the 
bars  to  be  heated  and  the  latter  the  time  needed  to  heat  the 
number  of  cubic  inches  of  metal  required.  Finally,  the  curve 
shown  in  Fig.  113  and  referred  to  in  the  instructions  for  the 
use  of  the  time  data  curves  as  the  regular  No.  40  curve,  is  a 
delay-allowance  curve  similar  to  those  discussed  in  Chapter  V, 
suitable  for  establishing  the  necessary  allowances  for  the  drop- 
forging  operations  conducted  at  the  Winchester  plant. 

Fig.  1 20  illustrates  an  instruction  card  compiled  for  a  particular 
drop-forging  operation  and  indicates,  perhaps  even  more  plainly, 
the  convenience  of  the  time-studv-data  curves  as  aids  in  rating 


—  271  — 

work.  Even  to  the  uninitiated  it  must  be  evident  that  it  is  a 
comparatively  simple  matter  to  take  from  the  curves  the  unit 
times  for  the  various  operations,  total  them,  add  the  necessary 
time  allowance,  also  readily  taken  from  a  curve,  and  so  deter- 
mine an  accurate  measure  of  the  time  a  set  task  should  take. 
Of  course,  the  rate  setter  must  be  familiar  with  the  line  of  work 
he  rates,  but  the  convenience  of  the  curves  is  as  great  to  a 
trained  man  as  to  a  novice. 


APPENDIX  VII 

INVESTIGATING  A  BRASS  ROLLING  MILL  PROCESS 


f     n  ^          JW<*- 

APPENDIX  VII 

INVESTIGATING   A    BRASS    ROLLING    PROCESS 

TYPICAL  of  approved  investigations  and  methods  followed 
in  setting  rates  for  operations  that  do  not  lend  themselves 
to  the  refinements  of  time-study  procedure  common  to  the 
general  run  of  machine-shop  operations,  is  a  study  that  was 
made  of  certain  operations  in  a  brass  rolling  mill.  The  object 
of  the  investigation  was  to  establish  a  reliable  measure  of 
the  work  accomplished,  as  a  basis  for  rate  and  recompense 
setting. 

Briefly,  the  operation  studied  consisted  of  passing  bars  of 
brass,  gilding  or  nickel  between  sets  of  double  water-cooled 
rolls  to  bring  their  thickness  down  to  specified  dimensions. 
Both  preparatory  and  subsequent  acts  to  that  of  actually  passing 
the  bars  through  the  rolls  are  entailed,  which  can  be  and  were 
time-studied  according  to  approved  procedure  for  such  oper- 
ations, but  the  particular  object  of  the  investigation  in  question 
was  to  arrive  at  accurate  and  equitable  terms  in  which  to  ex- 
press the  capacity  of  the  rolls,  and  from  which  fair  and  equitable 
tallies  could  be  arrived  at  for  paying  the  men  in  proportion 
to  the  output  realized.  The  details  of  the  operation  may  not 
be  the  same  in  other  rolling  mills,  or  in  the  majority  of  mills, 
but  the  study  is  typical  of  approved  procedure  for  the  not 
uncommon  situation  that  appears  to  defy  a  reasonable  time 
study. 

The  heavy,  break-down,  rolling,  previous  to  taking  the  study, 
had  been  conducted  on  a  bonus  plan  of  recompense,  by  which 
the  men  received  a  definite  premium,  or  bonus,  for  all  passes 
in  excess  of  a  specified  number  per  day.  The  weak  feature  of 
the  plan  was  that  the  bars  were  not  always  rolled  from  one 
certain  thickness  to  another,  so  that  the  time  consumed  per 
pass  would  vary  between  wide  limits;  particularly  would  this 
be  so  if  the  method  of  recompense  was  extended  to  include  the 
run-down,  make-ready  and  finish  passes.  The  scheme  of  meas- 
uring the  work  performed  by  the  weight,  or  tonnage,  rolled 
was  even  less  practical,  owing  to  the  fact  that  the  tonnage 
varied  widely  with  the  thickness  of  the  bar,  while  on  the 


-276- 

break-down,  heavy  tonnage  could  be  passed  in  a  comparatively 
short  period  of  time.  On  the  final  passes,  when  the  material 
had  been  rolled  thin,  it  might  take  several  hours  to  pass  a  ton 
of  material. 

As  the  weight  of  the  bar  remains  practically  constant  during 
the  rolling  processes,  a  logical  measure  of  the  work  .performed 
by  the  operators  would  be  the  length  gained  by  the  bars  in 
the  various  passes.  This  measure,  logical  as  it  is,  also  fails  to 
be  practical  for  all  passes.  ,  When  the  bars  have  been  rolled 
down  to  a  certain  thickness,  the  comparatively  long  and  thin 
strips  are  coiled  for  facility  in  handling,  making  an  accurate 
measure  of  their  length  a  difficult  matter.  However,  while 
the  bars  lengthen  as  they  are  subjected  to  the  pressure  of  the 
rolls  they  also  widen  to  a  certain  extent,  so  that  just  as  accurate 
measure  of  the  work  performed  by  the  operators  is  set  by  the 
increase  in  the  width  of  the  bars.  A  system  of  rate  setting 
based  on  the  increase  in  width  of  the  bars  was  decided  upon, 
therefore,  as  being  not  only  accurately  established,  but  practical 
of  introduction  —  the  width  of  the  bars  being  subject  to  fairly 
accurate  measure,  whether  the  material  was  in  the  form  of 
flat  bars  or  coiled  sheets. 

To  collect  the  necessary  data  whereby  equitable  rates  could 
be  based  upon  the  increase  in  width  of  the  bars  during  the 
rolling  processes,  a  considerable  amount  of  information  had 
to  be  collected,  analyzed,  correlated,  and  made  use  of.  In  the 
first  place,  the  varieties  of  metal  rolled,  the  widths  of  standard 
bars  and  their  average  weights  had  to  be  ascertained.  Briefly 
summarized,  this  specific  data  —  as  it  pertained  to  the  mill 
where  the  study  was.  made  —  is  listed  in  the  accompanying 
table,  "Material  Data." 

MATERIAL   DATA 

Material  ..............  Brass,  Gilding  and  Nickel. 

Size  of  bars  ............  3^  in.  to  12  ^  in.  wide. 

Weight  of  bars  .........  3%  in.  wide,  42  pounds;  4^  in.  to  5^s  in.  wide,  56  pounds; 

in.  wide,  168  pounds. 


The  handling  of  the  bars,  particularly  as  to  the  question  of 
the  weight  carried  by  the  supply  trucks,  was  also  of  importance, 
as  it  is,  in  large  measure,  upon  the  continuity  of  the  supply 
of  material  to  the  rolls  that  the  output  depends.  The  following 
trucking  practice  was  found  to  be  employed  and  to  be  satis- 
factory for  the  capacity  of  the  rolls.  For  the  break-down,  sixty 
of  the  56-pound  bars  constituted  a  truck-load;  while  for  the 
run-down,  make-ready  and  finish  rollings  from  sixty  to  eighty 


—  277  — 

bars  formed  a  load,  the  exact  number  depending  upon  the 
thickness  of  the  bars  and  upon  whether  the  thin  bars,  or  strips, 
were  loosely  or  tightly  rolled.  In  the  case  of  the  i68-pound 
bars,  thirteen  were  customarily  trucked  at  a  time,  though  this 
number  was  occasionally  increased  to  sixteen  per  load. 

The  mill,  or  roll,  speeds  were  already  established  and  pre- 
sumably were  the  best  suited  for  the  work.  However,  they 
were  carefully  checked  and  found  to  be  for  the  break-down, 
or  rough,  rolling,  105  feet  per  minute;  for  the  run-down,  or 
semi-rough,  rolling,  125  feet  per  minute;  and  for  the  make- 
ready  and  finish,  the  semi-finish  and  finish  rollings,  respectively, 
162  feet  per  minute. 

Standard  times  for  use  in  writing  up  instruction  cards  were 
also  established  of  operations  performed  previously  and 
subsequently  to  the  actual  passing  of  the  bars  through  the  rolls. 
For  example,  1.2  minutes  is  allowed  for  moving  the  supply 
truck  in  position  and  starting  the  first  bar  through  the  rolls. 
Such  time  allowance  is  standard  for  the  first  bar  of  all  runs, 
except  on  the  break-down,  for  which  only  0.8  minutes  is  allowed 
—a  double  crew  of  helpers  working  alternately  on  such  heavy 
operation.  To  remove  and  place  on  the  receiving  truck  the 
first  bar  of  each  run,  0.030  minute  is  allowed,  except  when  the 
material  has  been  rolled  so  thin  as  to  require  the  coiling  mech- 
anism being  brought  into  use.  When  this  becomes  necessary 
0.210  minute  is  allowed  to  remove  the  coil  from  the  coiling 
block  and  place  it  on  the  truck.  These  allowances  are  made 
only  for  the  first  bar  passed  on  each  run,  for  the  balance  of  the 
bars  in  any  run  are  passed  following  one  another  in  close  suc- 
cession, so  that  no  starting  or  removing  time  allowances  have 
to  be  provided. 

Standard  time  allowances  are  also  set  for  gaging  the  bars 
after  each  pass  and  for  correcting  the  roll  settings.  On  the 
break-down,  run-down  and  make-ready  rollings,  0.2  minute  is 
allowed  for  all  passes  other  than  the  final  pass,  for  which  0.3 
minute  is  allowed.  On  the  final  pass  for  finish  rolling,  however, 
the  allowances  are  somewhat  increased — being  for  all  passes 
but  the  final  one,  0.3  minute  and  for  the  final  pass,  0.4  minute. 
Such  unit  times,  as  well  as  those  established  for  moving  the 
supply  trucks  to  position,  passing  the  first  bar  and  for  removing 
the  first  bar  passed  on  each  run  to  the  receiving  trucks,  are 
arrived  at  by  means  of  time  studies,  records  of  which  will  be 
presented  following  this  general  description  of  procedure. 

On  finished  rolling,  time  is  allowed  for  correcting  the  roll 
setting  for  the  first  bar  on  each  pass  but  the  last,  when  time  is 


—  278  — 

allowed  for  correcting  the  roll  setting  after  one  or  two  bars 
have  been  passed. 

Such,  summarized,  are  the  time  allowances  made  for  handling 
operations.  The  time  consumed  in  the  actual  machine  operation 
of  rolling  can-  be  accurately  arrived  at  by  the  aid  of  a  formula, 
the  derivation  of  which  from  recorded  time-study  data  follows,, 
but  studies  should  also  be  made  to  record  machine  times  and 
to  check  calculated  data,  etc.  When  making  such  studies 
care  should  be  exercised  to  note  the  original  casting  width  of 
the  bars,  for  the  majority  of  the  calculations  involved  in  ar- 
riving at  the  proper  rate  of  production  are  based  upon  the 
casting  width,  rather  than  upon  the  width  of  the  bar  during 
any  stage  of  the  rolling  down.  It  is  also  necessary  to  note  and 
establish  the  most  effective  "tolerances"  for  each  pass  and  how 
frequently  the  bars  should  be  annealed,  annealing  being  neces- 
sary on  account  of  the  surface  hardening  brought  about  by  the 
rolling.  The  class  of  material  rolled  has  to  be  taken  into  con- 
sideration, of  course,  and  when  possible  its  chemical  composition 
should  be  ascertained,  or,  if  this  cannot  be  obtained,  accurate 
information  should  be  secured  of  the  average  weight  of  the 
material. 

At  the  plant  where  the  study  under  consideration  was  taken,* 
the  average  composition  of  the  various  materials  rolled  and 
their  respective  weights  per  cubic  inch  are  given  in  the  ac- 
companying table,  while  the  widths  of  the  castings  customarily 
rolled  are  as  follows: 

3%  inches  4%  inches  4%  inches  5%  inches 


AVERAGE   COMPOSITION   AND   WEIGHT  OF   MATERIALS 

Material                                     Composition  Weight  per  cubic  inch 

Brass  .................  67  to  68  per  cent,  copper  0.  3025  pound 

Gilding  ...........  .  .  .  .  .  95  per  cent,  copper  0.  3195  pound 

Nickel  (Cupro)  ........  85  per  cent,  copper  0.3219  pound 

The  machine,  or  rolling,  time  is  proportional  to  the  thick- 
ness to  which  the  metal  is  rolled,  the  increase  in  bar  width  re- 
sulting from  the  rolling,  the  volume  of  the  bar  remaining  con- 
stant, and,  of  course,  to  the  class  of  material  and  the  speed  of 
the  rolls.  Based  on  such  hypothesis,  studies  were  made  to 
determine  the  proportional  increase  in  width  of  bar  for  various 
reductions  in  thickness.  A  great  number  of  such  studies  were 
made,  using  bar  castings  of  various  widths  and  of  the  different 
materials  rolled  at  the  mill,  which  were  carefully  studied,. 
analyzed  and  classified  until  finally,  by  means  of  carefully 


-279  — 

plotted  curves  establishing  the  trend  of  relationship  between 
reduction  in  thickness  and  increase  in  width,  accurate  tables 
were  evolved  giving  in  convenient  form  the  results  secured, 
which  are  applicable  to  any  rolling  operation  of  the  same  class. 
Such  a  table,  based  on  the  increase  in  width  of  a  4^-inch  bar 
when  reduced  in  thickness,  by  rolling,  from  I  inch  to  0.025 
inch,  is  given  as  "Reduction  Table." 

REDUCTION  TABLE 

Casting  Decrease  Increase         Approximate  Increase 

Thickness                in  Thickness  in  Width  in  Width 

Inches  Per  Cent.  Inches  Per  Cent. 

1.000  0.0  0.000  0.0 

.900  10.  .056  -    1.1 

.800  20.  .113  2.5 

.750  25.  .114  3.0  ' 

.700  30.  .169  3.7 

.650  35.  .197  4.4 

.600  40.  .225  5.0 

.550  45.  .253  5.6 

.500  50.  .281  6.1 

.450  55.    .  .309  6.9 

.400  60.  .338  7.4 

.350  65.  .366  8.0 

.300  70.  .394  8.8 

.250  75.  .422  9.3 

.200  80.  .450  10.0 

.150  85.  .478  10.6 

.100  90.  .506  11.1 

.050  95.  .534  11.8 

.025  97.5  .563  12.5 

The  convenience,  for  practical  use,  of  a  table  based  on  the 
increase  in  width  of  a  bar  while  being  reduced  in  thickness  by 
rolling  is  perhaps  most  clearly  demonstrated  by  a  record  of  the 
increase  in  the  length  of  the  bar  taking  place  simultaneously. 
A  4%-inch  bar,  i  inch  in  thickness  and  of  68  per  cent,  copper 
when  rolled  to  0.145  inch  in  thickness  in  seven  passes  was  re- 
duced 85^  per  cent,  in  thickness,  increased  io>£  per  cent,  in 
width  and  was  increased  in  length  by  530  per  cent.  Quite 
obviously,  a  measure  based  on  width,  in  such  a  case,  is  more 
readily  made  use  of  than  one  based  on  increase  in  length,  par- 
ticularly as  the  length  of  the  bar  casting  is,  as  a  rule,  consider- 
ably greater  than  its  width. 

With  the  relationship  established  between  the  decrease  in 
thickness  and  the  increase  in  width  of  a  bar  passed  through 
a  set  of  double  rolls,  a  formula  for  ascertaining  the  time  re- 
quired for  rolling,  per  pass,  is  readily  derived  if  the  speed  of  the 
rolls  is  known  and  no  slippage  occurs — the  speed  of  the  pressed 


—  280  — 

bar  issuing  from  the  rolls,  under  such  conditions,  being  the 
same  as  that  of  the  rolls.    Such  a  formula  is: 


11-' 


KxBxThXMXl2 
Where, 

T  =  Rolling  time  in  minutes. 
W  =  Weight  of  bar  in  pounds. 
K  =  A  constant,  the  weight  of  material  per  cu.  in. 
=  0.3025,  for  brass. 
=  0.3195,  for  gilding. 
=  0.3219,  for  cupro  nickel. 
B  =  Width  of  bar,  after  rolling,  in  inches. 
Th  =  Thickness  of  bar,  after  rolling,  in  inches. 
M  =  Mill  speed  in  feet  per  minute. 
12  =  Conversion  factor  converting  feet  to  inches. 

Should  any  slippage  occur  between  the  rolls  and  the  issuing 
material,  it  would  be  dependent  in  large  measure  upon  the 
"tolerance"  for  the  pass — that  is,  upon  the  difference  m  bar 
thickness  before  and  after  passing  through  the  rolls.  For  this 
reason,  the  ductility  of  the  metal — therefore,  the  frequency 
with  which  the  bar  should  be  annealed — also  plays  an  important 
part  in  establishing  the  rolling  time,  and  consequently  the 
capacity  of  the  rolls.  Another  factor  is  the  use  to  which  the 
rolled  metal  is  to  be  put  and  the  importance  of  its  finish  thick- 
ness— that  is,  the  variation  in  thickness  allowable  for  the  use 
to  which  the  metal  is  to  be  put.  These  important  considerations 
require  a  knowledge  of  requirements  to  be  secured  only  through 
experience.  The  facts  must,  perforce,  be  empirically  established. 

An  example  of  this  is  well  illustrated  by  the  curves  graphically 
depicting  the  required  operations  entailed  in  the  rolling  of 
U.  S.  Government  military  cartridge  case  brass  and  the  metal 
employed  for  U.  S.  rim  fire  cartridge  cases  respectively  and 
shown  in  Fig.  121.  In  the  instance  of  the  cartridge  case  brass, 
which  has  subsequently  to  be  subjected  to  the  operations  of 
blanking,  cupping,  drawing,  heading,  etc.,  in  the  manufacture 
of  the  cartridge  case,  a  ^J/g-inch  brass  bar,  r  inch  in  thickness, 
is  rolled  to  0.145  incri  m  thickness  in  seven  passes;  while  to 
roll  the  5^8-inch  gilding  bar,  used  to  make  rim  fire  cartridge 
cases,  from  I  inch  to  0.015  inch,  twelve  passes  are  necessary- 
seven  of  which  are  necessary  subsequently  to  the  run-down  roll. 
It  is  true  that  the  gilding  is  rolled  thinner  than  the  brass,  but 
gliding  can  be  rolled  closer  than  brass,  as  it  is  softer,  so  the  real 
reason  for  the  difference  in  the  number  of  passes,  as  well  as  for 
the  extra  annealing  required  in  the  case  of  the  gilding,  is  ac- 
counted for  by  the  service  for  which  the  two  materials  are 
required. 


-281- 

The  operations  through  which  the  cartridge  brass  has  to 
pass  entail  a  complete  rearrangement  of  the  metal  in  the  head 
of  the  cartridge  case,  as  far  as  the  final  rolling  thickness  and 
distribution  of  metal  in  the  brass  blank  is  concerned,  so  that 


4  70    Brass  Bar  1.000  "- .  145 "m  7  Passes 


000 


10       20      30     40      50      60     7O*     80      90      100 
Per  Cent  Reduction 


FIG.    121. — ROLLING    PROCESS    ON    CARTRIDGE    CASE    METALS 

a  slight  variation  in  thickness  of  the  stock  as  it  leaves  the  final 
pass  of  the  rolling  process  is  of  quite  secondary  importance 
compared  to  the  necessity  of  having  the  thickness  of  the  gilding 
accurate  and  uniform.  Rim  fire  cartridge  case  metal  has  to  be 
rolled  out  to  very  nearly  the  same  thickness  as  that  of  the  head 
of  the  finished  rim  fire  cartridge  case.  Furthermore,  it  is  im- 
portant that  the  thickness  of  the  metal  for  rim  fire  cases  be 
as  uniform  as  possible,  and  heavy  passes  have  the  tendency 


—  282 


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FIG.   122. SUMMARY   OF  TIME    STUDY   ON   MAKE-READY   ROLL 


—  283  — 

to  leave  the  metal  slightly  thinner  along  the  edges  of  the  rolled 
sheet  than  at  its  central  portion,  hence  the  need  of  the  light 
passes  toward  the  end  of  the  rolling  processes  and  of  the  extra 
annealing  to  which  the  metal  is  subjected  at  the  banding  point. 
Although  the  foregoing  covers  the  main  operations  involved 
and  the  time  allowances,  etc.,  that  are  required  for  any  rolling 
task  undertaken  in  the  department  investigated  and  studied 
and  where  rates  established  from  such  investigation  were  put 
in  force,  individual  time  studies  should  also  be  made  in  order 
to  check  handling  time  allowances  and  record  actual  machine 
times. 

An  example  of  such  a  time  study,  well  illustrating  approved 
procedure,  is  furnished  by  that  taken  of  the  make-ready  roll 
on  a  4%-inch  (casting  width)  brass  bar.  The  rolling  reduced 
the  thickness  of  the  bar  from  0.145  incn  to  0.040  inch  in  three 
passes  at  a  roll  speed  of  162  feet  per  minute.  The  first  two 
reductions  were  from  0.145  incri  to  0.090  inch  and  from  0.90 
inch  to  0.064  incri  respectively,  while  the  final  pass  reduced  the 
thickness  of  the  bar  from  0.064  incri  to  0.040  inch. 

A  summary  of  the  observations  recorded  for  the  individual 
operations  performed  on  the  three  passes  are  entered  on  the 
observation  sheet  shown  in  Fig.  122.  The  method  of  taking 
the  observations,  their  analyses  and  the  computations  involved 
do  not  differ  in  any  way  from  standard  time-study  procedure, 
but  it  will  be  noted  that  the  summarized  observations  contain 
a  wealth  of  data.  Not  only  are  the  sequence  and  character 
of  the  fundamental  operations  recorded  on  the  observation 
sheet,  but  even  the  personnel  performing  the  various  acts. 

The  total  selected,  machine  and  handling  times  for  the  various 
passes  are  totaled  and^  to  the  respective  sums  are  added  a 
machine-time  allowance  of  10  per  cent,  and  a  handling  time 
allowance  of  25  per  cent.,  as  customary.  An  additional  allow- 
ance of  ten  minutes  is  also  made  for  washing  and  oiling.  The 
rolling  time  per  piece  and  the  hourly  production  are  readily 
arrived  at  and  a  rate  per  thousand  bars,  calculated  on  the  base 
rates  of  the  roller  and  helpers,  established — -see  computations 
on  observation  sheet,  Fig.  122. 

An  instruction  card,  such  as  that  shown  in  Fig.  123,  is  pre- 
pared, giving  in  detail  all  necessary  information  concerning 
the  task,  processes,  sequence  of  operations,  unit  times  and  all 
time  allowances.  The  instruction  card  should  also  give  the 
size  of  the  necessary  crew,  the  task  production,  necessary  me- 
chanical data  and  full  information  concerning  rates  arranged  in 
a  convenient  and  explicit  form,  such  as  that  illustrated. 


284- 


rPOT.TING   MTLL    JNSTRTTP.TTOri   C  ARll        25    -    M   -    102 

:  OPERATION     MAKE  BEADY  .ROLL     MATERIAL....4....?/e.tlvBRASS...BAR...NO.    BASSES...  -3  

BASE   RATES-ROLLER  $0.39  HELPER  $0.30   MILLS   NO.    5    -   7    AT  162   F.P.M. 

OPERATION   NO. 

. 

71 

Pass   1 

Pass   2 

Pass  3 

to 

to 

to 

TOLERANCES                      From    .145 

.090 

.064 

.040 

RATIO    OF  HAND.    TO  MACH.    TIME 

.275 

.196 

.142 

Item 

No. 

DETAILED   INSTRUCTIONS 

Time 

Time 

Time 

Total 

1 

A.B.C.D,   4  E  Set   rolls  and 

stock  guide-help  change 

trucks 

--- 

--. 

... 

2 

B.C.D,   &  E  Move   truck  load 

of  80  bars   into  position 

1.200 

1.200, 

1.20C 

3 

*B  Pass  let  bar  into   rolls 

... 

•... 

... 

4 

ROLL 

.196 

.275 

.44C 

5 

*C   Remove  1st  bar   to    truck 

.030 

.030 

.03C 

6 

A  Gage  1st  bar   and  correct 

roll   setting 

.200 

.200 

.30C 

? 

*B  Pasn  next  bar   into   rolls 

... 

... 

_  — 

8 

ROLL 

.196 

.275 

.44'.: 

9 

*C   Remove  bar  to    truck 

.030 

.030 

.03C 

10 

A  Gage  bars   as   often   as 

necessary  on  finish  pas; 

while  rolling  next  bar 

... 

___ 

—  . 

11 

Repeat   items  7,8,9,    &  10 

78   times 

17.628 

£3  «  790 

36.66C 

Allowance   for   correcting 

roll    setting   during  finish 

pass 

... 

... 

.5GO 

Total   Selected  Time 

19.480 

25.800 

39.600 

84.880 

A  »   Roller 

B,C,D,   A  E  =  Helpers 

* 

Helpers  B  &  C  alternate  with 

iclpers 

D  &  E 

on  each 

pass 

Total   Machine   Time 
Machine  Allowance  at  10/J 
Total   Handling  Time 
Handlintr  Allowance   at  25£ 

15.680 
1.568 
3.800 
.950 

22.000 
2.200 
3.800 
.950 

35.200 
3.520 
4.400 
1.100 

72.880 
7.288 
12.000 
3.000 

Working  Cycle 

95.168 

Wash   Tip    Allowance,    10   Win. 

1  .618 

Time   for  80  Bars 

96.786 

Time   for  One  Bar 

1.210 

No. 

HOURLY  PRODUCTION 

49.5 

oi 

1 

ROLLER'S   RATE  PER  1000  BARS 

$10  .  5C 

4 

HELPER'S   RATE  PER  1000   BARS 

«8.10 

„.««..  .«A.*X     JM|   C.CC..D    .,  ^./>M,|«..«0    .» 

O.T.     e-6-J9     l°"«     Z-6-iS    I""'                         1                                1 

FIG.    123. — ROLLING    MILL    INSTRUCTION    CARD 


—  285  — 

In  such  manner  is  an  equitable,  effective  and  accurate  rate 
arrived  at  for  an  operation  that  would  at  first  thought  appear 
to  defy  a  reasonable  time  study.  The  principles  involved  differ 
in  no  way  from  those  upon  which  more  familiar  studies  are 
based,  nor  does  the  procedure  differ  in  any  material  manner; 
simply  a  logical  application  of  proven  principles  to  specific 
conditions.  Furthermore,  it  is  obvious  that  after  sufficient 
data  have  been  compiled  and  conveniently  tabulated  for  refer- 
ence, new  rates  can  be  predetermined  for  other  rolling  opera- 
tions without  the  necessity  of  additional  time  studies. 


APPENDIX  VIII 

AN  UNIQUE  CONTROL  OF  VARIABLE  TASKS 


APPENDIX  VIII 

AN    UNIQUE    CONTROL    OF    VARIABLE    TASKS 

IN  manufacturing  operations,  it  is  frequently  impractical  to 
measure  the  work  performed  by  individuals  in  terms  of  or 
by  the  production  in  number  of  pieces  completed,  for  the  work 
entailed  may  be  of  such  a  nature  that  the  one  performing  it 
does  not  control  the  quantity  of  pieces  produced.  For  example, 
a  cycle  of  elements  constituting  a  complete  operation  may  be 
made  up  of  two  classes  of  acts,  the  time  consumed  in  perform- 
ing one  of  which  is  definitely  fixed  and  constitutes  the  greater 
part  of  the  time  required  for  the  complete  operation,  while  the 
time  consumed  for  the  other,  the  shorter  part,  is  more  or  less 
under  the  control  of  the  one  performing  the  work.  The  con- 
dition may  be  further  complicated  by  the  time  for  the  fixed 
part  differing  in  duration  for  various  repetitions  of  the  cycle 
of  elements. 

In  variable  tasks  of  such  nature,  it  is  quite  obvious  that  time 
is  the  only  common  factor  upon  which  an  equitable  rate  of 
recompense  for  the  work  can  be  established,  and  that  a  "unit" 
of  time  may  be  selected  as  a  basis  which,  as  long  as  the  rate  of 
recompense  per  "unit"  remains  the  same,  will  serve  as  the  only 
variable  factor  in  computing  earnings  for  each  complete  opera- 
tion. The  longer  part  of  fixed  duration  would  be  credited 
with  a  certain  specific  number  of  "units,"  depending  upon  the 
length  of  time  involved,  and  the  shorter  operation  under  the 
control  of  the  one  performing  the  work,  to  a  certain  extent, 
is  also  credited  with  a  certain  specific  number  of  "  units." 
The  combination  of  these  two  sets  of  "  units  "  sets  a  definite 
task  measure  in  terms  of  "  units." 

An  example  of  an  operation  entailing  such  task  conditions 
is  well  typified  by  that  of  annealing  metals  for  the  various 
rolling  processes  required  to  reduce  the  cast  ingots  or  blocks 
of  metal  to  thin  sheets,  for  the  duration  of  the  heats  is  invari- 
ably long  compared  to  the  charging  time.  That  is,  the  time 
during  which  the  metal  is  retained  in  the  furnace  is  long  in 
comparison  to  the  time  required  to  place  the  metal  in  the 
furnace  and  for  its  subsequent  removal.  During  the  entire 


—  290  — 

heat,  a  head  annealer  has  to  care  for  his  fires,  maintain  the 
proper  furnace  temperature,  etc.,  and  superintend,  while  his 
helpers,  upon  whom  the  actual  work  of  charging  the  furnaces 
and  removing  the  heated  metal  devolves,  can  be  advantageously 
employed  at  other  furnaces  when  not  actually  engaged  in  caring 
for  the  first  furnaces. 

To  arrive  at  a  measure  of  the  work  upon  which  to  compute 
equitable  earnings,  it  is  obvious,  only  the  output  of  the  furnaces 
over  which  he  has  direct  charge  should  be  taken  into  consid- 
eration, in  the  case  of  the  annealer,  while,  in  the  case  of  the 
crew  of  helpers,  the  output  of  all  furnaces  in  operation  should  be 
reckoned  with,  as  the  total  output  is  affected  by  the  industry 
of  the  helpers.  Complicating  the  problem  still  further  is  the 
fact  that  the  duration  of  the  various  heats  is  not  always  the 
same.  As  an  example  of  the  variable  duration  of  heats  in  a 
specific  operation,  the  heats  for  annealing  cartridge-case  metal 
may  be  cited.  The  duration  of  the  heats  for  the  same  material 
at  different  stages  of  the  rolling  processes  varies  between  such 
wide  limits  as  eighty  and  two  hundred  minutes.  Time,  how- 
ever, is  the  one  factor  that  has  to  be  considered  in  all  heats 
and  is  the  common  factor,  as  well,  controlling  the  output  to 
be  credited  to  the  furnaces  over  which  each  annealer  has  charge 
and  the  output  of  all  operating  furnaces  cared  for  by  the  crew 
of  helpers. 

Time,  then,  is  the  logical  measure  for  annealing  processes, 
just  as  it  is  for  any  other  class  of  work,  upon  which  to  base 
a  recompense  that  is  proportional  to  the  output  realized,  and 
for  convenience  in  computations  time  may  be  measured  in 
any  units  of  definite  duration  quite  as  well  as  in  terms  of  hours, 
minutes  and  seconds.  A  "unit"  may  be  taken  as  representing 
ten  minutes,  for  instance,  so  that  an  annealing  heat  of  eighty 
minutes  would  be  one  equivalent  to  eight  units,  or  a  heat  of 
two  hundred  minutes,  equivalent  to  one  of  twenty  units. 
Based  on  such  "unit"  measure  of  time,  an  original  and  con- 
venient control  for  variable  tasks,  such  as  that  represented  by 
annealing,  has  been  developed. 

In  one  plant,  where  such  method  of  control  is  in  force,  the 
annealing  was  conducted  in  furnaces  of  the  muffle  type,  ar- 
ranged in  pairs.  A  definite  number  of  furnaces  was  in  charge 
of  one  annealer,  the  heavy  manual  work  of  charging  the  muffles, 
etc.,  performed  by  the  necessary  number  of  helpers.  The 
responsibility  of  each  annealer  did  not  extend  beyond  the  fur- 
naces in  his  charge,  but  the  services  of  the  helpers  were  made 
use  of  for  all  furnaces  in  operation  at  the  same  time,  or  as  many 


—  291  — 

furnaces  as  could  be  properly  cared  for  by  the  size  of  the  crew 
engaged  on  the  work.  The  duties  of  the  helpers  were  to  pull 
the  pans  of  heated  metal  from  the  furnaces  at  the  end  of  each 
heat  and  at  the  same  time  to  pull  the  pans  of  metal  to  be  an- 
nealed next  into  the  muffles.  The  successive  pairs  of  annealing 
pans  were  linked  together  with  removable  couplings,  so  as  the 
pans  containing  the  metal  that  had  reposed  in  the  furnaces 
during  the  preceding  heat  were  withdrawn,  pans  loaded  with 
metal  to  be  annealed  during  the  following  heat  would  be  drawn 
into  the  furnaces  without  the  loss  of  any  time. 

A  definite  time  allowance,  accurately  established  by  standard 
time-study  procedure,  was  provided  for  drawing  and  charging 
the  various  furnaces,  which  was  also  expressed  in  "units." 
For  instance,  if  the  time  allowed  for  drawing  and  charging  a 
set  of  furnaces  was  placed  at  six  minutes,  each  anneal  would 
be  credited  with  six-tenths  of  a  unit  for  such  operation.  A 
definite  time  allowance  was  also  made  to  cover  the  time  which 
was  required  to  bring  the  temperature  of  the  metal  charge  up 
to  the  temperature  required  for  the  heat. 

Recompense  was  based  on  a  fixed  number  of  "units,"  at  a 
definite  rate  per  unit.  The  annealer  received  pay  for  the  total 
number  of  units  credited  to  the  furnaces  in  his  charge,  and 
only  for  such  units,  while  the  helpers  divided  the  pay,  at  their 
rate,  for  the  total  number  of  units  credited  to  all  the  furnaces 
in  operation.  Expressed  in  algebraic  form,  the  earnings  of  the 
operators — the  annealers  and  their  helpers — were: 

E  =  U'  X  R  for  annealers. 
E  =  jj  X  M  X  R'  for  helpers. 

Where  : 

E  =  Earnings  (Total,  piece-work). 

M  =  Piece-work  hours  per  helper. 

R  =  Annealer' s  rate  of  recompense  per  unit. 

R  =  Helper's  rate  of  recompense  per  unit. 

U'  =  Total  units  per  annealer's  pair  of  furnaces. 

U  =  Total  units  for  all  furnaces  in  operation, 

H  =  Total  helpers'  piece-work  man  hours. 

The  "units"  credited  to  all  the  furnaces  served  were  simply 
pro-rated  between  the  helpers  working,  so  that  the  smaller 
the  number  of  helpers,  the  greater  was  the  share  received  by 
each  helper.  In  this  way,  the  labor  cost  for  an  anneal  of  given 
duration  remained  constant  so  long  as  the  unit  rates  remained 
the  same — just  as  in  the  case  of  labor  production  costs  on  piece- 
work when  the  piece  rates  do  not  vary.  The  size  of  the  crew, 
it  is  thus  seen,  was  an  important  factor  bearing  upon  the  estab- 
lishment of  the  rate  per  unit  for  the  helpers. 


—  292  — 

To  operate  effectively  a  given  number  of  muffle  furnaces, 
a  definite  amount  of  assistance  must  be  rendered  the  annealers. 
An  annealer  in  charge  of  a  certain  number  of  furnaces,  to  realize 
a  satisfactory  output  must  be  provided  with  an  adequate  num- 
ber of  helpers.  The  larger  the  furnace  battery,  or  the  greater 
the  number  of  muffles  in  operation,  the  smaller  need  be  the 
number  of  helpers  required  per  muffle,  as  a  rule,  but  an  adequate 
crew  is  essential.  However,  as  the  product  can  only  carry  a 
certain  labor  cost,  the  aggregate  of  the  helpers'  earnings  is 
perforce  fixed  to  a  great  extent,  so  the  helpers'  rate  was  estab- 
lished on  the  basis  of  the  maximum  number  of  helpers  required 
for  given  numbers  of  muffles  operating  at  the  same  time. 
The  maximum  crews  for  various  numbers  of  muffles  in  opera- 
tion were  established  by  approved  time-study  methods  and 
the  rates  of  recompense  based  upon  the  employment  of  an 
adequate  number  of  helpers. 

High  production  with  a  low  piece  cost  cannot  fail  to  be  assured 
under  this  method  of  production  control  by  two  very  potent 
factors.  The  earnings  of  the  annealers  are  based  on  the  pro- 
duction of  the  muffles  in  their  charge,  so  there  is  a  strong  in- 
centive for  each  annealer  to  conduct  as  many  anneals  as  possible 
and  eliminate  all  possible  idle  furnace  time.  As  the  duration  of 
the  various  heats  are  established  and  the  credit  units  accruing 
are  proportioned  thereto,  it  is  to  the  advantage  of  the  annealer 
to  hasten  the  charging  of  his  furnaces  as  much  as  possible. 
The  inevitable  result  is  that  the  annealers  will  demand  a  suffi- 
cient number  of  helpers  to  care  for  the  removal  of  the  heated 
charges  and  the  introduction  of  fresh  pans  of  metal  to  be  an- 
nealed rapidly  and  promptly.  The  helpers,  on  the  other  hand, 
divide  the  units  credited  to  all  furnaces  in  operation,  so  ob- 
viously desire  to  keep  their  number  at  a  minimum,  in  order 
for  each  to  secure  as  large  a  share  as  possible  of  the  credits. 
However,  as  the  output  of  each  muffle  is  of  personal  interest, 
they  will  not  jeopardize  "units"  by  inability  to  serve  all  oper- 
ating furnaces  without  undue  delay.  The  annealers  demand  an 
adequate  number  of  helpers,  while  the  helpers,  though  ap- 
preciating fully  that  their  earnings  are  dependent  upon  their 
ability  to  serve  promptly  with  every  set  of  muffles  in  operation, 
can  be  counted  upon — from  motives  of  self-interest — to  resist 
the  employment  of  more  helpers  than  necessary  for  the  effective 
operation  of  the  furnaces.  Both  production  and  their  earnings 
are  to  a  considerable  extent  in  the  control  of  the  operators,  so 
high  output  at  low  piece  cost  is  appreciated  by  them  quite  as 
much  as  by  the  management. 


APPENDIX  IX 
RATING  TASKS   BY  TAXING  WASTE 


APPENDIX  IX 

RATING   TASKS    BY   TAXING    WASTE 

ANY  task  entailing  the  formation  of  a  considerable  amount 
of  scrap,  particularly  if  the  material  worked  with  is  com- 
paratively inexpensive  and  the  workers  more  or  less  irrespon- 
sible, is  one  in  which  much  material  is  very  apt  to  be  wasted 
as  well.  Cheap  though  the  material  may  be,  the  cost  of  the 
product  becomes  unduly  high  and  the  aggregate  wastage  not 
infrequently  quite  a  substantial  and,  in  larg'e  measure,  unneces- 
sary expense.  An  excellent  example  of  such  a  task  is  that  of 
making  blue  prints  with  the  continuous,  cylinder  type  of  blue- 
printing machine.  In  such  a  machine,  the  sensitive  paper  is 
supplied  continuously,  the  tracings  or  papers  to  be  reproduced 
being  placed  on  the  moving  blue-print  paper  just  before  it 
passes  about  the  cylinder  of  the  machine.  In  many  establish- 
ments using  such  equipment  it  is  highly  probable  that  as  much 
or  more  of  the  sensitive  paper  is  wasted  by  not  arranging  the 
tracings  compactly  and  economically  as  is  productively  em- 
ployed. That  is,  the  scrap  paper  trimmed  from  the  washed 
prints  is  several  times  more  than  necessary  and  the  prints 
cost,  quite  probably,  twice  as  much  as  they  would  were  the 
avoidable  waste  eliminated.  Blue-print  paper  is  not  very 
costly,  it  is  true,  but  in  the  many  plants  employing  a  sufficient 
number  of  blue  prints  to  warrant  the  installation  of  one  or 
more  continuous,  cylinder  type  blue-printing  machines  the 
annual  waste  in  blue-print  paper  amounts  to  no  inconsiderable 
sum. 

Quite  obviously,  the  most  economical  manner  of  conducting 
a  blue-print  department  is  on  a  task-time  basis  supplemented 
by  a  tax  on  all  waste — i.  e.,  a  tax  on  all  scrap  in  excess  of  the 
amount  justified  from  a  practical  point  of  view.  A  generous 
credit  should  be  allowed  for -work  performed,  the  number  of 
prints  made,  against  which  should  be  debited  a  charge  for  all 
unnecessary  scrap,  in  such  way  putting  a  premium  on  the 
elimination  of  waste.  Before  such  a  method  can  be  introduced 
effectively,  a  quite  extended  time  study  is  essential,  preceded 


—  296  — 

by    a   thorough    standardization   of   procedure,    calibration    of 
machines,  etc. 

The  first  requirement  would  be  to  establish  an  economical 
routing  of  all  requisitions  for  the  necessary  materials  --  the 
tracings  and  the  sensitive  paper  —  for  filling  the  requisitions 
for  blue  prints.  The  requisition  for  blue  prints  would  go  pre- 
sumably to  a  receiving  desk  to  be  stamped,  a  copy  filed  and  a 
requisition  for  the  necessary  tracing  sent  directly  to  the  storage 
vault.  The  tracing  and  requisition  should  then  pass  as  directly 
as  possible  to  the  blue-print  machine,  the  necessary  number  of 
prints  made  and  the  tracing  returned  promptly  to  the  vault. 
The  prints  should  then  pass  to  the  washing  and  drying  section 
without  delay,  be  washed  and  dried,  and  then  to  the  trimming 
department.  The  trimmed  print,  or  prints,  should  then  be 
checked  and  returned  to  the  receiving  desk  for  record,  after 
which  they  should  be  promptly  dispatched  to  their  destination. 
Such,  briefly,  would  be  the  usual  routing  of  a  blue  print  and 
its  tracing,  and  the  first  consideration  in  rating  a  blue-print 
department  is  to  ascertain  whether  any  avoidable  delays  occur 
in  such  passage.  Avoidable  delays  must  be  eliminated,  for  to 
justify  rating  the  actual  operations  of  making  the  blue  prints 
it  is  essential  to  have  the  routine  of  handling  prints  and  tra- 
cings, etc.,  conducted  with  clock-like  precision,  else  the  rating 
of  the  printing  processes  loses  importance. 

To  conduct  a  blue-print  department  of  any  size  in  an  effec- 
tive manner,  the  work  should  be  specialized  and  an  adequate 
working  force  provided.  Each  blue-print  machine  should  be  in 
charge  of  a  machine  operator,  and  in  addition  a  washer  is  re- 
quired to  wash  and  set  to  dry  the  output  from  a  machine  oper- 
ated effectively,  a  trimmer  to  trim  the  prints  from  each  busy 
machine  and  some  one  else  to  check  the  prints  and  requisitions, 
besides  the  recorder  at  the  receiving  desk.  That  is,  for  each 
blue-print  machine  kept  busy  enough  to  justify  rating  its  oper- 
ating force,  four  operators,  each  with  a  specific  task  to  perform, 
would  appear  to  be  necessary  to  attain  economical  and  speedy 
production,  in  addition  to  the  recorder  at  the  receiving  desk, 
who  should  be  capable  of  handling  the  work  for  several  machines. 
Such  an  organization  must  work  in  harmony,  co-operate,  and 
eliminate  so  far  as  possible  all  idle  time,  else  confusion  and 
piling  up  of  work  is  sure  to  result. 

With  a  suitable  operating  force  selected,  instructed  as  to 
approved  procedure  and  imbued  with  the  spirit  of  co-operation, 
a  careful  calibration  of  the  blue-print  machine  is  necessary, 
for  it  is  upon  the  output  of  the  machine  that  the  recompense 


—  297  — 

for  the  handling  operations  performed  by  the  workers  is  baced. 
The  speed  with  which  the  sensitive  paper  is  fed  to  the  printing 
machine  must  be  accurately  established.  This  calls  for  a  series 
of  extended  production  studies,  the  approved  procedure  for 
taking  which  was  described  in  detail  in  Chapter  III.  The  speed 
of  the  paper  feed  is  controlled  on  most  blue-printing  machines 
by  setting  a  controller  into  one  of  a  series  of  speed  notches, 
so  the  object  of  the  production  studies  is  to  record  definitely 


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FIG.    124. — CALIBRATION    OF    MACHINE 

the  relationship  between  the  various  notch  numbers  and  the 
corresponding  speed  of  the  sensitive  paper  about  the  cylinder, 
or  drum,  of  the  machine.  From  the  data  secured  from  such 
studies,  curves  may  be  advantageously  plotted  to  show  the 
relationship  between  the  notch  number  and  speed  of  paper- 
such  as  the  curves  shown  in  Fig.  124  for  two  machines  carefully 
calibrated  by  production  time  studies — in  order  to  obviate  any 
possible  errors  in  noting  speeds  or  recording  data.  Accurate 
tables  of  paper  speeds  with  the  controller  set  in  the  various 
notches  can  then  be  prepared  from  such  curves,  or  the  curves, 
if  laid  out  to  suitable  scale,  may  serve  as  record  for  the  speeds. 

Once  the  paper  speeds  have  been  accurately  calibrated  by 
notch  numbers,  the  speeds  at  which  various  kinds  of  tracings, 
etc.,  are  best  printed — the  length  of  exposure  required — should 
be  standardized,  necessitating  additional  time  studies,  from 
which  tables  recording  standard  practice  should  be  evolved. 

In  the  average  establishment  making  blue  prints,  the  prints, 
even  when  standardized  into  soecific  sizes,  vary  more  or  less 


-298- 

in  area,  and  it  is  obvious  that  neither  the  full  width  of  the 
sensitive  paper  or  its  full  length  can  be  productively  utilized. 
There  must  be  a  certain  amount  of  scrap  that  is  unavoidable. 
This  proportion  must  be  accurately  ascertained  by  time-study 
procedure,  making  due  allowance,  of  course,  for  the  imprac- 
ticability of  obtaining  the  most  economical  arrangement  of 
tracings,  etc.,  on  the  sensitive  paper  while  conducting  produc- 
tive blue  printing.  Both  the  average  percentage  width  of 
paper  utilized  and  the  percentage  of  paper  made  of  service 
should  be  ascertained,  as  both  values  are  required  to  establish 
a  basis  for  premiums  on  minimizing  waste. 

The  amount  of  sensitive  paper  utilized  in  a  given  time  can 
be  measured  with  accuracy,  but  not  so  the  amount  of  scrap, 
the  latter  being  irregular  and  variable  in  shape  and  area,  so 
preventing  accurate  surface  measurement  by  any  practical 
method.  As  a  standard  of  sensitive  paper  is  obviously  a  ne- 
cessity for  productive  operation,  however,  an  accurate  measure  of 
both  paper  utilized — i.  e.,  paper  available  for  prints,  not  the 
total  amount  of  sensitive  paper  passing  about  the  cylinder  of 
the  machine — and  the  amount  of  scrap  paper  can  be  arrived 
at  by  weight. 

The  foregoing  standards  established  by  approved  time-study 
methods,  their  application  in  the  rating  of  blue-print  production 
by  a  task  and  premium  method  with  a  tax  placed  on  waste,, 
is  best  demonstrated  by  presenting  an  example  taken  from  a 
plant  where  such  method  of  taxing  waste  is  in  force. 

At  the  establishment  in  question,  two  blue-printing  machines 
—employing  paper  42  inches  in  width — are  in  service,  the  blue- 
printing organization  consists  of  nine  persons — two  machine 
operators,  two  print  washers,  two  print  trimmers,  two  checkers 
and  one  recorder — and  the  members  of  the  group  are  paid  a 
premium  based  on  the  total  production  of  the  department. 
One  of  the  machines  is  employed  on  regular  straight-run  work, 
while  the  other  is  used  on  work  of  an  emergency  character 
and  work  of  a  miscellaneous  nature  that  necessitates  different 
speeds  of  machine  operation.  The  two  machines,  however, 
are  considered  as  a  unit  in  computing  the  task  time  and  the 
time  basis  upon  which  the  premium  time  is  calculated. 

Production  studies  and  observations  have  established  the 
standards  that  the  average  operating  feed  of  the  sensitive 
paper  to  the  machines  is  3  feet  per  minute;  the  utilized  width 
of  the  sensitive  paper,  80  per  cent.;  the  weight  of  the  paper, 
after  washing  and  drying,  0.0195  pound  per  square  foot;  and 
the  average  machine  time  per  hour,  45  minutes. 


—  299  — 

The  number  of  pounds  of  usable  paper  per  hour  consumed 
by  the  two  machines  is  then  expressed  by  the  formula: 

Weight  =  S  XW  XF  XKXM  X2 
Where; 

S  =  Paper  feed  (speed)  in  feet  per  minute. 
J7  =  Width  of-  blue-print  paper  in  feet. 
F  =  Width  of  paper  profitably  used — in  per  cent. 
K  =  Weight  of  paper  per  square  foot. 
M  =  Machine  time  per  hour  in  minutes, 
and  the  final  numeral  of  the  equation  denotes  two  machines. 

By  substituting  the  established  standards  for  the  terms  of 
the  formula,  the  weight  of  usable  paper  per  hour  from  the 
two  machines,  and  so  chargeable  to  the  group  of  nine  persons 
constituting  the  personnel  of  the  blue-printing  organization,  is 
found  to  be  14.8  pounds  (3  X  3.5  X  0.8  X  0.0195  X  45  X  2 
=  14.8).  Such  amount  is  equivalent  to  I  pound  of  paper  from 
the  two  machines  for  the  group  of  nine  in  0.0675  hour,  or  to  i 
pound  of  paper  from  the  two  machines  for  each  person  every 
0.60  hour.  The  "time  basis"  for  the  operation  is  then  set  66  2/3 
per  cent,  higher,  or  at  i  hour. 

In'  the  foregoing  computations  no  consideration  is  taken  of 
the  scrap  resulting,  other  than  limiting  the  weight  of  paper 
used  to  that  available  for  printing  purposes  by  virtue  of  the 
usable  width  factor,  but  in  computing  earnings  the  amount 
of  scrap  has  to  be  taken  into  account,  for  deductions  are  made 
for  wastage,  or  scrap  in  excess  of  an  allowed  amount.  The 
permissible  scrap  is  arrived  at  by  extended  production  studies 
and  from  the  data  secured  tables  are  prepared  giving  the  "cor- 
rected weight"  of  paper  consumed — that  is,  the  weight  of  the 
usable  paper  and  that  of  allowable  scrap.  Such  a  table  is  shown 
in  Fig.  125,  "Weight  Table."  The  weights  of  paper  listed  are 
limiting  weights,  and  any  saving  realized  in  consumption  of 
paper  is  rewarded  by  a  premium,  depending  in  amount  upon 
the  saving  made  in  scrap.  In  other  words,  wastage  is  subjected 
to  a  tax. 

The  weight  of  usable  paper  consumed  in  any  period  is 
obtainable  by  the  formula  previously  explained  and  the  amount 
of  dry  accumulated  scrap  can  be  accurately  weighed.  If,  then, 
the  weight  of  scrap  is  deducted  from  the  "corrected  weight"  of 
paper  used,  as  ascertained  from  the  "Weight  Table"  (Fig.  125), 
the  difference  will  be  an  accurate  measure  of  the  economy  rea- 
lized in  the  use  of  the  blue-print  paper.  For  instance,  if  120 
pounds  of  usable  paper  are  consumed  in  a  given  time  and  the 
scrap  resulting,  washed  and  dried,  weighs  40  pounds,  a  saving 


—  300  — 


has  been  realized.  The  "corrected  weight"  for  the  consump- 
tion of  1 20  pounds  of  usable  paper  is  162  pounds.  Deducting 
the  40  pounds  of  scrap  gives  122  pounds  of  usable  paper  allowed 
for  the  period.  As  the  rate  of  recompense  for  the  workers  is 


POUNDS 
USED 

CORRECTED 
WEIGHT 

POUNDS 
USED 

CORRECTED 
WEIGHT 

POUNDS 
USED 

CORRECTED 
YfEIGHT 

POUNDS 
USED 

CORRECTED 
WEIGHT 

1.0 
2.0 
3.0 
4.0 
5.0 

MS 

4.05 
5.40 
6.75 

46.0 
47.0 

48.0 
49.0 
50.0 

62.10 
63.45 
64.80 
66.15 
67.50 

91.0 
92.0 
93.0 
94.0 
95.0 

122.85 
124.20 

125.55 
126.90 
128.25 

.  136.0 
137.0 

^L38.0 
139.0 
140.0 

183.60 
184.95 
186.30 
187.65 
189.00 

6.0 
7.0 
8.0 
9.0 
10.0 

8.10 
9.45 
10.80 
12.15 
13.50 

51.0 
52.0 
53.0 
54*0 
55.0 

68.85 
70.20 
71.55 
72.90 
74.25 

96.0 
97.0 
98.0 
99.0 
100.0 

129.60 
130.95 
132.30 
133.65 
135.00 

141.0 
142.0 
143.0 
144.0 
145.0 

190.35 
191.70 
193.05 
194.40 
195.75 

11.0 
12.0 
13.0 
14.0 
15.0 

14.85 
16.20 
17.55 
18.90 
20.25 

56.0 
57.0 
58.0 
59.0 
60.0 

75.60 
76.95 
78.30 
79.65 
81.00 

101.0 
102.0 
103.0 
104.0 
105.0 

136.35 
137.70 
139.05 
140.40 
141.75 

146.0 
147.0 
148.0 
149.0 
150.0 

197.10 
198.45 
199.80 
201.15 
202.50 

16.0 
17.0 
18.0 
19.0 
20.0 

21.60 
22.95 
24.30 
25*65 
27.00 

61.0 
62.0 
63.0 
64.0 
65.0 

82.35 
83.70 
85.05 
86.40 
87.76 

106.0 
107.0 
108.0 
109.0 
110.0 

143.10 
144.45 
145.80 
147.15 
148.50 

151.0 
152.0 
153.0 
154.0 
155.0 

203,85 
205.20 
206.55 
207.90 
209.25 

21.0 
22.0 
23.0 
24.0 
25.0 

28.35 
29.70 
31.05 
32.40 
33.75 

66.0 
67.0 
68.0 
69.0 
70.0 

89.10 
90.45 
91.80 
93.15 
94.50 

111.0 
112.0 
113.0 
114.0 
115.0 

149.85 
151.20 
152.55 
153.90 
155.25 

156.0 
157.0 
158.0 
159.0 
160.0 

210.60 
211.95 
213.30 
214.65 
216.00 

26.0 
27.0 
28.0 
29.0 
30.0 

35.10 
36.45 
37.80 
39.15 
40.50 

71.0 
72.0 
73.0 
74.0 
75.0 

95.85 
97.20 
98.55 
99.90 
101.25 

116.0 
117.0 
118.0 
119.0 
120.0 

156.60 
157.95 
159.30 
160.65 
162.00 

161.0 
162.0 
163.0 
164.0 
165.0 

217,35 
218.70 
220.06 
221.40 
222.75 

31.0 
32.0 
33.0 
34.0 
35.0 

41.85 
43.20 
44.55 
45.90 
47.25 

76.0 
77.0 
78.0 
79.0 
80.0 

102.60 
103.95 
105.30 
106.65 
108.00 

121.0 
122.0 
123.0 
124.0 
125.0 

163.35 
164.70 
166.05 
167.40 
168.75 

166.0 
167.0 
168.0 
169.0 
170.0 

224.10 
225.45 
226.80 
228.15 
229.50 

36.0 
37.0 
38.0 
39.0 
40.0 

48.60 
49.95 
51.30 
52.65 
54.00 

81.0 
82.0 
83.0 
84.0 
85.0 

109.35 
110.70 
112.05 
113.40 
114.75 

126.0 
127.0 
128.0 
129.0 
130.0 

170.10 
171.45 
172.80 
174.15 
175.50 

171.0 
172.0. 
173.0 
174.0 
175.0 

230.85 
232.20 
233.55 
234.90 
236.25 

41.0 
42.0 
43.0 
44.0 
45.0 

55.35 
56.70 
58.05 
59.40 
60.75 

86.0 
87.0 
83.  0 
89.0 
90.0 

116.10 
117.45 
118.80 
120.15 
121.50 

131.0 
132.0 
133.0 
134.0 
135.0 

176.85 
178.20 
179.55 
180.90 
182.25 

176.0 
177.0 
178.0 
179.0 
180.0 

237.60 
238.95 
240.30 
241.66 
243.00 

FIG.    125. —    CORRECTED    WEIGHT       TABLE 


figured  on  the  assumption  that  122  pounds  of  usable  paper 
would  be  used,  the  group  earns  a  certain  premium  as  a  reward 
for  the  care  exercised  to  minimize  scrap. 

In  computing  premium  earnings,  the  "corrected  weight"  of 
the  paper  consumed  minus  the  weight  of  the  scrap  formed 
serves  as  a  measure  of  pay  units,  and  so  becomes  a  factor  in 


—  301  — 

the  convenient  formula  evolved  for  calculating  the  total  pre- 
mium time  earned  by  the  workers,  which  follows: 


Where; 

P  =  Total  group  premium  time. 

T  =  The  product  of  the  "Time  Basis"  multiplied  by  the  number  of 
pay  units  earned  by  the  group  (ascertained  from  the  "  Weight 
Table")- 
t  —  Sum  of  the  hours  worked  by  the  individual  members  of  the  group. 

The  "Time  Basis"  is  taken  as  one  hour,  or  one  and  two- 
thirds  times  the  average  time  for  consuming  a  pound  of  usable 
paper  by  two  machines,  as  pro-rated  per  person  in  an  organi- 
zation of  nine,  as  previously  explained.  Then,  "  T'9  becomes 
equal  in  numerical  value  to  the  number  of  pay  units  earned 
by  the  group,  as  obtained  directly  from  the  "Weight  Table." 
The  object  of  multiplying  the  rate  at  which  a  pound  of  paper 
from  the  two  machines  is  credited  to  each  member  of  the 
working  group  by  i^  is  to  secure  for  the  workers  attaining 
task  production  a  premium  of  one-third  their  base  rates  of 
pay,  as  an  incentive  for  application  to  task. 

An  individual's  premium  earnings  are  equal  to  the  individual's 
premium  time  multiplied  by  the  individual's  day  rate  of  recom- 
pense, the  formula  for  which  is: 

'     P  XGxR 


Where; 

P'  =  Individual's  premium  earnings. 
P  =  Total  group  premium  time. 
G  =  Hours  worked  by  individual. 
R  =  Individual's  day  rate. 
t  =  Sum  of  the  hours  worked  by  the  individual  members  of  the  group. 

Such  a  method  of  regulating  the  earnings  by  taxing  waste  of 
time  and  material  is  not  only  bound  to  be  productive  of  benefits 
to  the  workers  in  the  form  of  increased  earnings,  but  also  to 
the  management  in  the  form  of  decreased  cost.  A  full  appreci- 
ation of  the  benefits  necessitates  a  record  of  the  betterment 
realized.  Such  a  record  is  given  in  the  table  shown  in  Fig.  126, 
from  which  it  is  very  evident  that  during  the  month  such  in- 
vestigation was  made  the  premium  earnings  of  the  blue-print 
gang  were  quite  substantial  —  somewhat  over  35  per  cent.,  on  the 
average  —  and  that  the  improvement  became  more  marked  as 
the  workers  acquired  skill  through  interest  and  application. 
If  the  difference  between  the  "corrected  weight"  of  paper 
used  and  the  sum  of  the  weights  of  the  usable  paper  consumed 


—  302  — 


DATE 

UTIGHT  OF  PAPER 

o 
o 

H 
M 

co 

si 

to  5 
T 

SUM  OF  ALL 
<*•  HOURS  WORKED-GROUP 

GROUP 
PREMIUM  TBffi 

Per  Cent 

£  USABLE 
y  CONSUMED 

%  CORRECTED 
?  WEIGHT 

Ibs. 

Sept.          17 

94 

126 

25 

9 

101 

72 

14.4 

20.0 

18 

105 

141 

33 

9 

108 

72 

18. 

25. 

20 

115 

155 

29 

9 

126 

72 

27. 

37.5 

'21 

63 

85 

13 

9 

72 

36 

18. 

50. 

23 

136 

183 

39 

10 

144 

80 

33. 

40. 

25 

105 

141 

28 

10 

113 

72 

20.5 

28.5 

26 

84 

113 

23 

9 

90 

72 

9. 

12.5 

27 

84 

113 

23 

9 

90 

72 

9. 

12.5 

28 

63 

85 

16 

9 

69 

36 

16.2 

45. 

30 

115 

155 

31 

10 

124 

80 

22. 

27.5 

Oct.                1 

147 

198 

40 

11 

158 

80 

39. 

47.8 

2 

115 

155 

30 

10 

125 

76 

24.6 

32.4 

3 

94 

128 

20 

9 

108 

72 

18. 

25. 

4 

105 

141 

29 

8 

112 

64 

24. 

37.5 

5 

52 

70 

14 

7 

56 

28 

14. 

50. 

7 

63 

85 

13 

7 

72 

48 

12. 

25. 

8 

126 

170 

42 

10 

128 

64 

32. 

50. 

9 

136 

183 

39 

10 

144 

72 

36. 

50. 

10 

126 

170 

36 

9 

144 

72 

36. 

50. 

11 

94 

126 

25 

10 

101 

72 

14.4 

20. 

12 

•      63 

85 

13 

8 

72 

32 

20. 

62.5 

14 

105 

141 

29 

9 

112 

64 

24. 

37.5 

IF. 

63 

85 

15 

7 

70 

56 

7. 

12.5 

16 

84 

113 

24 

7 

89 

52 

18.5 

35.6 

18 

84 

113 

29 

6 

84 

46 

18. 

59.2 

19 

31 

41 

8 

6 

33 

22 

5.4 

24.5 

f 

AVERAGE 

33.38 

FIG.  126. — PREMIUM  RECORDS — BLUE- PRINT  DEPARTMENT 


—  303- 

and  the  scrap  is  taken  as  measuring  the  amount  of  paper  saved, 
the  saving  during  the  month  totaled  to  some  184  pounds  of 
blue-print  paper.  Though  the  gain  was  principally  in  the  in- 
creased rate  of  production,  saving  of  time,  as  indicated  by  the 
value  of  the  premiums  earned  for  bettering  task  time,  the  value 
•of  the  paper  saved  amounted  to  no  inconsiderable  sum.  This 
saving,  184  pounds,  would  represent  very  nearly  900  yards  of 
the  42-inch  blue-print  paper  employed. 

The  same  method  of  rating  tasks  by  taxing  waste,  or  paying 
premiums  for  minimizing  scrap,  can  be  profitably  adopted  in 
a  great  variety  of  industries  and  for  numerous  tasks:  for  in- 
stance, in  the  manufacture  of  paper  boxes,  the  production  cost 
of  which  is  materially  increased  by  unnecersary  scrap. 

Without  going  into  a  detailed  explanation  of  the  procedure 
of  paper-box  manufacture  or  of  the  operation  of  paper-making 
machines,  it  may  be  simply  mentioned  that  the  operation  is 
a  machine  one  and  that  the  production  per  machine  during 
any  period  may  be  directly  ascertained  from  the  counter  read- 
ings registering  the  number  of  cycles  of  the  constructing  mech- 
anism of  the  machine.  A  common  rating  is  for  the  counter  to 
register  a  unit  for  each  twenty  boxes  constructed,  and  such  re- 
lationship may  be  taken  as  an  operating  standard  for  the  pur- 
pose of  explaining  the  method  of  computing  earnings. 

The  first  requirement  in  introducing  the  method  of  basing 
a  premium  upon  the  minimizing  of  scrap  in  machine  paper-box 
making  is  to  standardize  the  sizes  of  boxes,  ascertain  by 
careful  study  the  exact  amount  of  material  entering  their  con- 
struction and  by  production  studies  arrive  at  a  reasonable 
percentage  allowance  for  scrap.  As  in  the  case  of  blue  printing, 
the  measure  of  the  material  utilized  and  the  amount  of  scrap 
resulting  are  best  expressed  in  terms  of  weight.  That  is,  the 
average  weights  of  the  material  productively  utilized  and  that 
represented  by  the  accumulated  scrap  has  to  be  ascertained  by 
production  studies.  Unlike  the  application  of  the  principle 
to  blue  printing,  however,  the  utilized  material  is  subsequently 
measured  by  the  number  of  boxes  constructed  of  specific  size 
and  only  the  weight  of  the  scrap  measured.  The  weight  of 
scrap  is  subsequently  expressed  in  the  number  of  boxes  such 
weight  of  material  would  form,  could  it  be  completely  utilized 
for  such  purpose. 

Also,  the  machine  manufacture  of  paper  boxes  lends  itself 
to  a  straight  piece-work  system  of  recompense,  so  the  premium 
takes  the  form  of  a  certain  number  of  extra  boxes — the  number 
depending  upon  the  percentage  of  the  material  utilized  that  is 


-304  — 

converted  into  scrap — for  which  the  machine  operator  is  paid 
at  regular  piece-work  rate. 

In  one  manufacturing  plant  where  there  is  an  inducement  for 
minimizing  the  amount  of  scrap  formed  in  paper-box  manufac- 
ture— taxing  waste — eight  different  types  of  boxes  are  made, 


CQtTVERSIO!!  OF  POUNDS  OF  GCRAP  INTO  THQUnArpS  OF  BOXES 

P  0  U  1!  D  D 

c  c  r<  A  p 

TYPE         OF         BOX 

A 

B 

C 

D 

E 

F 

G 

H 

id 

20 
30 
40 
C0 

.1 
.2 
•  3 
.4 

.1 

•  3 
.4 

.6 

.1 
.2 
.3 
.4 
.6 

.1 
•  2 

.4 
.5 

.1 

.3 
.4 

.6 
.7 

.t; 

i.i 

1.6 

2.1 
?.6 

"c 

.7 
.9 

l.*3 
1.9 

z'.i 

CO 

70 

PO 
90 
100 

«6 
.7 
.8 
.8 
.9 

.7 
.8 
.5 
1.0 
1.1 

.7 
•  8 
.9 
1.0 
1.1 

.6 
.7 
.8 
.9 

J..6 

'.9 
1.0 
1.2 
1.3 
1.5 

3.2 
3.7 
4.2 
4.C 

5.3 

1.0 
1.2 
1.4 

1.5 
1.7 

3.8 
4.4 

5.0 
5.6 
6.3 

310 
120 
130 
140 
150 

1.0 
1.1 
1.2 

1.3 
3.4 

1.2 

1.3 
1.5 
1.6 

1.7 

1.2 
1.3 
1.6 
3.6 

1.7 

1.1 

1.2 
1.3. 
1.4 
1.5 

1.6 
1.8 
1.9 

2.1 
2.2 

5.8 
6*4 

6.9 
7.4 
7.9 

1.9 
2.1 
2.2 
2.4 

2.6 

6«° 
7.5 
8.2 
8.8 
9.4 

1*30 
170 
180 
190 
TOO 

1.5 

i.e 

1.7 
1.8 
3.9 

1.8 
1.9 
2.0 
?.l 
2.2 

l.P 
1.9 
2.C 
2.1 
2.2 

1.6 
3.7 
1.8 

1.9 
2.0 

2.4 
2.5 
2.7 

2.8 

7.0 

P.  5 
9.0 
9.5 
10.0 
10.6 

2.7 

2.9 
3.1 
3.3 
3.4 

10.0 
10.7 
11.3 
11.9 
12.5 

220 
240 
260 
2flO 

300 

2.0 
2.2 
2.4 

2.6 
•  C.P 

2.5 
2.7 

2.9 

7.1 
1,t. 

2.5 

2.7 
2.9 
3.1 

?.£ 
2.4 
2.6 
2.P 
!.C 

3.17, 
3.6 
3.9 
4.2 
<%5 

11.6 
12.7 
13.6 
14.8 

3.8 
4.1 

4.5 
A.  8 
S.I 

13.8 
15.0 
16.3 
17.5 

18.  P 

"20 
340 
360 
3PO 
400 

3.C 
2.2 
5.4 

3.6 
5.8 

3.6 
3.8 
4.0 
4.5 

4.S 

3.6 

?.e 

4.0 
4.3 

4.5 

3.2 
3.4 
7.6 

7.8 
4.0 

4.8 
5.1 
£.4 
5.7 
6.0 

IS.  9 
1P.O 
19.0 
20.0 
21.2 

5.5 
5.8 
6.2 
6.5 
6.9 

20.0 
21.3 
22.6 
23.8 
25.1 

420 
*<0 
460 
4ftO 
500 

?.9 
4.1 
4.3 
4.E 
4.7 

4.7 
4.9 

5.C 
5.4 
5.6 

4.7 
4.9 
5.2 
5.4 
5.6 

4.2 
4.4 

4.6 
.4.8 
5.0 

6.3 
6.6 
6.^ 
7.2 
7.5 

2?.2 
23.7, 
24.3 
25.4 

26..  r, 

7.2 
7.5 
7.9 
C.2 

e.6 

26.3 
27.5 
28.8 
70.1 
31.3 

FIG.    127. — SCRAP-CONVERSION    TABLE 


which,  for  convenience,  may  be  referred  to  as  Styles  A  to  H 
inclusive.  The  piece 'rates,  based  on  a  thousand  boxes,  differ 
for  a  number  of  the  types,  and  for  some  varieties  both  a  machine 
operator  and  a  helper  are  required,  each  of  whom  receives  a 
different  rate.  The  rates  are,  of  course,  established  from  records 
of  careful  time  studies  and  are  so  proportioned  that  the  diligent 
worker  should  receive  about  one-third  more  pay  than  if  he 
were  working  on  day  rates. 


—  305  — 

The  allowable  scrap — the  proportional  amount  of  which  is 
arrived  at  by  production  study — is  set  at  20  per  cent,  of  the 
amount  of  material  actually  entering  into  the  construction  of 
the  boxes.  The  conversion  of  the  weight  of  scrap  into  the 
number  of  boxes  such  weight  of  material  would  make,  were 
scrap  entirely  eliminated,  is  ascertained  from  recorded  data 
in  the  form  of  conversion  tables — see  Fig.  127. 

The  method  of  computing  the  worker's  earnings  is  to  record 
the  number  of  boxes  made  during  the  day — ascertained  by 
noting  the  difference  between  the  counter  readings  at  the  start 
and  end  of  the  work-day  and  multiplying  it  by  20,  each  unk 
of  the  counter  reading  registering  the  construction  of  20  boxes 
—and  multiply  the  output  per  machine  by  1.20  to  ascertain 
the  number  of  boxes  made  plus  the  20  per  cent,  allowance  for 
scrap.  The  scrap  accumulated  per  machine  during  the  day  is 
weighed  and  the  equivalent  number  of  boxes  ascertained  from 
the  "Scrap-conversion  Table."  The  scrap  expressed  in  terms 
of  boxes  is  then  deducted  from  the  number  of  boxes  made  in- 
creased by  20  per  cent.,  and  the  worker  receives  pay  at  piece 
rates  for  the  balance,  though  the  number  may  considerably 
exceed  the  actual  number  of  boxes  made  by  him. 

As  an  example,  it  may  be  assumed  that  the  counter  of  a 
paper-box  machine  records  during  the  working  day  1,085  units, 
or  the  manufacture  of  21,700  Type  D  boxes  (1,085  X  20)  and 
that  the  amount  of  scrap  formed  during  the  day  totaled  to 
200  pounds.  Increasing  the  number  of  boxes  actually  made  by 
20  per  cent,  gives  26,040,'  from  which  2,000,  the  conversion  of 
the  206  pounds  of  scrap  into  equivalent  box  measure  (see 
"Conversion  Table,"  Fig.  127),  has  to  be  deducted  to  arrive 
at  the  number  of  boxes  with  which  the  worker  is  credited  as 
his  day's  output — i.  e.,  26,040  —  2,000  =  24,040.  The  amount 
earned  for  the  skill  and  care  displayed  in  keeping  down  scrap 
is,  then,  the  piece-rate  pay  on  2,340  boxes  (24,040  —  21,700). 
Had  the  operator  secured  the  same  output  with  only  180  pounds 
of  scrap,  the  amount  earned  for  such  application  to  his  task 
and  skill  displayed  would  have  represented  the  piece  rate-pay 
on  2,540  boxes. 


APPENDIX  X 
RATING  SAWING-OFF  METAL  STOCK 


APPENDIX  X 


RATING    SAWING-OFF   METAL    STOCK 

MOST  metal-working  establishments  are  compelled  to  saw- 
off  stock  for  subsequent  fabrication  into  mechanisms  of 
one  kind  or  another.  Such  simple  operation  is  so  general  that 
rarely  is  it  given  much  consideration.  Low-priced  labor  is 
employed,  usually  on  day  work,  for  seldom  is  the  operation 
conducted  on  the  more  effective  piece-rate  plan,  or  if  some 
system  of  incentive  plan  is  introduced,  no  particular  attempt 
is  made  to  secure  high  rates  of  production  by  establishing  an 
accurate  and  equitable  plan  of  inducement. 

Rates  for  sawing-off  operations  on  bars  and  structural 
shapes  can  be  set,  however,  by  time  study  that  are  highly 
effective  in  securing  high  rates  of  output  and  are  very  accept- 
able to  the  workers  by  virtue  of  the  good  earnings  secured  by 
the  production  realized  when  both  work  and  recompense  are 
measured  in  accurate  and  equitable  units.  The  procedure  en- 
tailed in  arriving  at  such  rates,  by  approved  time-study  methods, 
is  well  exemplified  in  the  case  of  a  manufacturing  plant  utilizing 
large  quantities  of  round,  square  and  rectangular  bars  and  a 
number  of  structural  steel  members  of  standard  section  which 
have  to  be  cut-off  into  measured  lengths  for  use  in  the  manufac- 
ture of  certain  product. 

The  problem  was,  briefly,  to  devise  a  method  by  which  the 
work  could  be  placed  on  an  equitable  incentive  plan  and  an 
accurate  measure  of  the  work  entailed  in  sawing-off  the  various 
shapes  and  sizes  of  bars  established.  Investigations  indicated 
that  where  cold  saws  of  the  friction  type,  giving  a  very  nearly 
constant  saw-pressure  on  the  work,  were  used,  the  mechanical 
cutting  of  the  bars  could  be  accurately  measured  in  terms  of 
the  sectional  area  through  which  the  saws  cut  and  that  for  the 
line  of  bars  cut,  the  time  for  sawing  bars  of  equal  cross-section 
area  was  very  nearly  the  same,  irrespective  of  the  shape  of  the 
section.  That  is,  the  time  required  to  cut  through  a  round 
bar  of  a  certain  cross-section  area  was  found  to  be  practically 
the  same  as  that  required  to  cut  through  a  square  bar  of  equal 
section  and  similar  material,  or  to  cut  through  a  bar  of  any 


—  310- 

other  shape,  provided  its  cross-section  area  was  the  same. 
Machine  time  in  sawing-off  operations,  it  was  thus  seen,  could 
be  accurately  standardized  and  predetermined,  so  an  extended 
series  of  time  studies  was  conducted  to  establish  accurate 
measures  of  handling  time,  to  check  machine-time  computa- 
tions and  to  arrive  at  the  necessary  time  allowances  for  pre- 
liminary operations,  delays,  etc. 

With  the  machine  speeds  and  the  procedure  standardized,, 
the  studies — conducted  according  to  the  approved  methods 
described  in  Section  I — furnished  data  from  which  curves  were 
plotted  to  show  the  relationship  between  the  cross-section  area 
of  the  bar  and  the  time  consumed  per  cut,  or  machine  time,  and 
that  existing  between  the  average  aggregate  time  for  the  various 
acts  of  preparation,  etc.,  or  handling  time,  and  the  cross- 
section  areas  of  the  bars. 

The  machine  time  per  unit  cross-section  of  bar  was  found,, 
as  would  be  expected,  to  be  constant,  for  all  practical  purposes, 
though  differing  somewhat  for  soft  and  hard  steels.  A  mean 
time,  however,  was  selected  as  a  basis  for  rating  all — the  differ- 
ence in  cutting  time  between  the  two  varieties  being  provided 
for  by  adding  a  certain  time  allowance  (10  per  cent.)  when 
cutting  hard  steel — varieties  of  steel  bars  cut  and,  as  the  average 
handling  time  was  found  to  vary  very  nearly  directly  with  the 
cross-section  area  of  the  bar,  a  straight  inclined  line  plotted 
to  the  co-ordinates  of  time  and  cross-section  area  of  bar  depicts 
the  total  machine  plus  handling  times  per  cut  for  progressive 
cross-section  areas  of  bar.  Such  a  straight  line  is  designated 
by  a  simple  equation  that  can  be  conveniently  incorporated 
in  a  formula  by  which  an  accurate  task  time  for  any  sawing-off 
operation  can  be  predetermined,  proper  time  allowances  having 
been  added  to  the  established  "minimum  selected  times"  for 
both  machine  and  handling  operations. 

The  variable  factors  in  the  equation  of  the  line  depicting  the 
relationship  between  cross-section  area  of  the  bars  and  the 
total  time  consumed  in  the  cutting-off  operations  are,  of  course,, 
time  and  area  of  bar.  As  time  is  the  measure  of  both  the  rate 
of  output  and  the  rate  for  recompense  on  piece  work,  a  constant 
is  readily  selected  which  when  multiplied  by  the  cross-section 
area  of  the  bar  gives  a  measure  of  the  recompense  earned  per 
cut  of  bar.  Such  measure  of  recompense  may  be  termed,  for 
convenience,  the  number  of  "units,"  and  when  multiplied  by 
the  pay  value  of  the  unit  gives  the  piece  rate  for  cutting-off  the 
particular  bar.  By  suitable  selection  of  the  constant  by  which 
the  cross-section  area  of  the  bar  is  multiplied,  the  resulting 


—  311  — 

number  of  units  may  give  the  piece  rate  directly,  or,  as  is  more 
customary,  the  constant  may  be  so  proportioned  that  the 
number  of  units  multiplied  by  the  unit  rate  of  $0.01  gives  the 
piece  rate,  necessitating  simply  the  pointing  off  of  two  decimal 
places.  Another  advantage  of  such  "unit"  rating  is  that, 
should  a  change  in  the  pay  for  the  work  be  necessary,  a  corre- 
sponding change  in  the  value  of  the  "unit"  is  sufficient.  The 
piece  rate  for  sawing-off  a  number  of  bars  at  the  same  time — 
in  one  operation — is  amenable  to  the  same  method  of  compu- 
tation, by  considering  the  aggregate  cross-section  area  of  the 
bars  as  a  unit. 

During  the  course  of  a  day,  an  operator  might  be  called 
upon  to  saw-off  a  variety  of  bars,  or  lots  of  bars,  in  which  case 
a  tally  would  be  kept  of  the  size  and  number  of  bars  sawed 
on  each  cut  and,  at  the  end  of  the  day,  the  piece  rates  are 
computed  for  each  lot  independently  and  totaled  to  ascertain 
the  worker's  earnings  for  the  day. 

To  simplify  the  computation  of  piece  rates,  tables  should  be 
prepared  giving  the  "units"  corresponding  to  the  cross-section 
area  of  each  size  and  class  of  bar  which  might  have  to  be  cut. 
A  series  of  such  tables  is  given  as  Figs.  128  to  131  inclusive. 

It  will  be  noted  in  the  tables  shown  in  Figs.  128  and  129 
that  the  areas  for  certain  of  the  smaller  bars,  as  given,  are  not 
true  measures,  but  somewhat  greater.  The  reason  for  this 
deviation  is  based  on  the  fact  that  the  handling  time  for  small 
bars  is  proportionally  greater,  compared  to  the  machine  time, 
than  for  larger  bars.  In  the  tables,  the  increase  in  true  cross- 
section  area  of  bar  is  proportional  to  the  required  increase  in 
"unit"  measure,  so  the  "units"  corresponding  to  such  "ad- 
justed areas"  provide  the  necessary  additional  allowance  for 
the  cuts. 

The  use  of  these  "Unit  Tables"  in  computing  the  earnings 
of  the  saw  operators  is  most  clearly  demonstrated  by  consider- 
ing them  in  connection  with  a  tally  sheet  of  a  worker's  output, 
an  operator  engaged  on  a  diversity  of  cutting-off  jobs,  such  as 
those  shown  on  the  tally  sheet,  Fig.  132. 

The  sheet  is  divided  into  sections  by  a  central  column  in 
which  are  posted  the  data  as  to  size  and  type  of  bars  cut,  the 
section  to  the  left  of  which  is  filled  in,  as  is  also  the  central 
column,  by  the  time  clerk.  In  the  column  to  the  extreme  left 
of  the  sheet  are  entered  two  sets  of  numbers,  the  first  giving 
the  number  of  pieces  of  a  given  size  and  shape  that  are  produced, 
and  the  second  the  total  number  of  cuts  taken,  including  any 
entailed  in  cutting-off  butt  ends.  In  computing  the  workers' 


—  312  — 


COLD   SAT; 

STEEL  CUT-OFF  AREAS  AND  UNITS 

SIZE 
INCHES 

SQUARE     D 

ROUND    O 

SIZE 

SQUARE   D 

ROUND   O 

AREA 

UNITS 

AREA 

UNITS 

INCHES 

AREA 

UIIITS 

AREA 

UNITS 

1/4 

*  .225 

0.17 

*  .210 

0.16 

5- 

25.0 

.  8.10 

19.5 

6.40 

3/8 

*  .280 

0.19 

*  .250 

0.18 

1/4 

27.5 

8.90 

21.5 

7.05 

1/2 

*  .340 

0.21 

*  "»315 

0.20 

1/2 

30.0 

9.80 

23.5 

7.70 

5/8 

*  .410 

0.23 

*  .380 

0.23 

3/4 

33.0 

10.5 

26.0 

8.40 

3/4 

.560 

0.28 

.  .440 

0.24 

6- 

36.0 

11.5 

28.0 

9.15 

7/8 

.765 

0.35 

.600 

0.29 

1/2 

42.0 

13.5 

33.0 

10.5 

i- 

1.00 

0.42 

.785 

0.35 

1/8 

1.25 

0.51 

.995 

0.42 

1/4 

1.55 

0.60 

1.20 

0.49 

3/8 

1.90 

0.71 

1.60 

0.58 

1/2 

2.25 

0.82 

1.75 

0.67 

5/8 

2.65 

0.95 

2.10 

0.76 

3/4 

3.05 

1.10 

2.40 

0.87 

7/8 

3.50 

1.25 

2.75 

0.98 

2- 

4.00 

1.40 

3.15 

1.10 

i/e 

4.50 

1.55 

3.55 

1.25 

1/4 

5.05 

1.70 

4.00 

1.40 

3/8 

5.65 

1.90 

4.30 

1.50 

1/2 

6.25 

2.10 

4.90 

1.65 

5/8 

6.90 

2.30 

5.40 

1.85 

3/4 

7.55 

2.50 

5.95 

2.00 

7/8 

8.25 

2.75 

6.50 

2.20 

3- 

9.00 

2.95 

7.05 

2.35 

1/8 

9.75 

3.25 

7.65 

2.55 

1/4 

10.5 

3.50 

8.30 

2.75 

3/8 

11.5 

3.75 

8.95 

2.95 

1/2 

12.0 

4.00 

9.60 

3.20 

5/8 

13.0 

4.30 

10.5 

3.40 

^ 

3/4 

14.0 

4.60 

11.0 

3*65 

7/8 

15.0 

4.90 

11.0 

3.85 

4- 

16.0 

5.20 

12.5 

4.10 

1/4 

18.0 

5.90 

14.0 

4.65 

1/2 

20.0 

6.55 

16.0 

5.20 

3/4 

22.5 

7.30 

17.5 

5.75 

»  Adjusted  Area  for  Extra  Allowance  on  Small  Sizes.  , 

FIG.    128. — SQUARE    AND    ROUND    STEEL    BAR    CUT-OFF    UNITS 


—  313  — 


COLD         S  A  U 
STEEL  CUT  -  OFF  AREAS  AIID  UNITS 

WIDTH 
ETCHES 

THICK  II  ESS,   INCHES 

1/4 

3/8 

1/2 

5/8 

3/4 

7/8 

1 

AREA 

UITITS 

AREA 

UHITS 

AREA 

UTIITS 

AREA 

UNITS 

AREA 

UIIITS 

AREA 

UNITS 

AREA 

UNITS 

1/2 

*  0.2ri 

0.18 

*  0.3? 

0.20 

*  0.32 

0.20 

*0.38 

0.22 

*0.41 

0.23 

0.44 

0.24 

0.50 

0.26 

3/4 

*   0.28 

0.39 

*  0.34 

0.21 

*  0.41 

0.23 

*0.47 

0.25 

0.56 

0.28 

0.66 

0.31 

0.75 

0.35 

1 

*  0.34 

O.?l 

*  0.41 

0.23 

0.50 

0.26 

0.63 

0.30 

0.75 

0.34 

0.88 

0.38 

1.00 

0.42 

1-1/4 

*   0.38 

0.22 

0.47 

0.25 

0.63 

0.30 

0.78 

0.35 

0.94 

0.40 

1.10 

0.45 

1.25 

0.50 

1-3/2 

0.41 

0.23 

0.56 

O.P,9 

0.75 

0.34 

0.94 

0.40 

1.12 

0.46 

1.30 

0.52 

1.50. 

0.58 

1-3/4 

0.44 

O.T4 

O.A5 

'0.30 

0.88 

0.38 

1.10 

0.45 

1.30 

0.52 

1.53 

0.60 

1.75 

O.Cv" 

2 

0.50 

O.T6 

0.75 

0.34 

1.00 

0.42 

1.25 

0.50 

1.50 

0.58 

1.75 

0.66 

2.00 

0.74 

2-1/4 

0.5C 

0.28 

0.84 

0.36 

1.12 

0.46 

1.40 

0.55 

1.70 

0.65 

1.97 

0.73 

2.25 

o.sc 

2-1/C 

0.63 

0.30 

0.94 

0.40 

1.25 

O.EO 

1.55 

0.60 

1.88 

0.70 

2.20 

0.80 

2.50 

0.90 

2-3/4 

0.69 

0.?2 

1.03 

0.42 

1.37 

0.55 

1.72 

0.65 

2.05 

0.75 

2.40 

O.S8 

2.75 

0.98 

3 

0.7? 

0.34 

1.12 

0.46 

1.50 

0.58 

1.88 

0.70 

2.25 

0.82 

2.62 

0.94 

3.00 

1.06 

3-1/4 

0.81 

0.36 

1.22 

0.49 

1.63 

0.62 

2.03 

0.75 

2.44 

0.88 

2.85 

1.00 

3.25 

1.15 

3-1/2 

o.es 

0.38 

1.30 

0.52 

1.75 

0.66 

2.20 

0.80 

2.62 

0.94 

3.05 

1.07 

3.50 

1.22 

3-3/4 

0.94 

0.40 

1.40 

0.55 

1.88 

0.70 

2.35 

0.85 

2.80 

1.00 

3.28 

1.15 

3.75 

l.?0 

4 

1.00 

0.42 

1.50 

0.58 

2.00 

0.74 

2.50 

0.90 

3.00 

1.06 

3.50 

1.22 

4.00 

1.39 

4-1/4 

1.05 

0.44 

1.60 

0.61 

2.12 

0.77 

2.66 

0.95 

3.20 

1.12 

3.72 

1.30 

4.25 

1.45 

4-1/2 

1.12 

0.46 

1.70 

0.65 

2.25 

0.82 

2.82 

1.00 

3.37 

1.18 

3.94 

1.35 

4.50 

1.5ft 

4-3/4 

1.20 

0.48 

1.77 

0.66 

2.37 

0.86 

2.97 

1.05 

3.56 

1.24 

4.15 

1.44 

4.75 

1.62 

5 

1.25 

0.50 

1.88 

0.70 

2.50 

0.90 

3.13 

1.10 

3.75 

1.30 

4.38 

1.50 

5.00 

1.70 

5-1/4 

1.30 

0.52 

1.97 

0.73 

2.62 

0.94 

3.28 

1.15 

3.94 

1.35 

4.60 

1.57 

5.25 

1.77 

5-1/2 

1.38 

0.54 

2.05 

0.75 

2.75 

0.98 

3.44 

1.20 

4.13 

1.42 

4.80 

1.64 

5.50 

1.85 

5-3/4 

1.45 

0.5f, 

2.15 

O.PO 

2.88 

1.02 

3.60 

1.25 

4.30 

1.48 

5.03 

1.70 

5.75 

l.?5 

6 

1.50 

0.58 

2.25. 

0.82 

3.00 

1.06 

3.75 

1.30 

4.50 

1.54 

5.25 

1.77 

6.00 

2.02 

6-1/4 

1.55 

0.60 

2.25 

0.85 

3.13 

1.10 

3.90 

1.35 

4.70 

1.60 

5.47 

1.85 

6.25 

2.10 

6-1/2 

1.62 

0.62 

2.45 

O.'DS 

3.25) 

1.14 

4.06 

1.40 

4.S8 

1.66 

5.70 

1.92 

6.50 

2.  IS 

6-3/4 

1.70 

O.A4 

2.55 

0.91 

3.37 

1.18 

4.22 

1.45 

5.05 

1.72 

5.90 

2.00 

6.75 

2.26 

7 

1.75 

0.66 

2.63 

0.95 

3.50 

1.22 

4.37 

1.50 

5.25 

1.77 

6.12 

2.05 

7.00 

2.34 

*       Adjusted  Area  for  Extra  Allowance  on  Snail  Sizes. 

FIG.    129. RECTANGULAR    STEEL    BAR    CUT-OFF    UNITS 


—  314  — 


COLD         3  A  T7 
STEEL  CUT  -  OFF  AREAS  AKD  UNITS 

WIDTH 
INCHES 

THICKNESS 

.INCHES 

1-1/6 

1-1/4 

1-3/8 

1-1/2 

1-5/8 

1-3/4 

1-7/8 

2 

AREA 

UNITS 

AREA 

UNITS 

AREA 

UNITS 

AREA 

UNITS 

AREA 

UNITS 

AREA 

m;iTS 

AREA 

UIIITS 

AREA 

UNITS 

1/2 

0.56 

0.28 

0.63 

0.30 

0.69 

0.32 

0.75 

0.34 

0.81 

0.37 

0.88 

C.38 

0.94 

C.40 

1.00 

0.42 

3/4 

0.85 

0.37 

0.94 

0.40 

1.03 

0.43 

1.12 

0.46 

1.22 

0.49 

1.30 

0.52 

1.41 

0.56 

1.50 

0.58 

1 

1.12 

0.46 

1.25 

0.50 

1.38 

0.55 

1.50 

0.58 

1.63 

0.62 

1.75 

0.66 

1.88 

0.70 

2.00 

0.74 

1-1/4 

1.40 

0.55 

1.55 

0.60 

1.72 

0.65 

1.88 

0.70 

2.03 

0.75 

2.20 

0.80 

2.35 

0.85 

2.50 

0.90 

1-1/2 

1.70 

0.65 

1.88 

0.70 

2.05 

0.77 

2.25 

0.82 

2.44 

6.88 

2.62 

0.94 

2i82 

1.00 

3.00 

1.06 

1-3/4 

1.97 

0.73 

2.20 

0.80 

2.40 

0.88 

2.'62 

0.94 

2.85 

1.00 

3.06 

1.08 

3.28 

1.15 

3.50 

1.22 

2 

2.25 

C.82 

2.60 

0.90 

2.75 

1.00 

3.00 

1.06 

3.25 

1.14 

3.50 

l.?2 

3.75 

1.30 

4.00 

1.38 

2-1/4 

2.53 

0.90 

2.80 

1.00 

3.10 

1.10 

3.38 

1.18 

3.66 

1.27 

3.95 

1.75 

4.2? 

1.45 

4.50 

1.55 

2-1/2 

2.80 

1.00 

3.13 

1.10 

3.44 

1.20 

3.75 

1.30 

4.06 

1.40 

4.38 

1.50 

4.70 

1.60 

5.00 

1.70 

2-3/4 

3.10 

1.10 

3.44 

1.20 

3.77 

1.71 

4.13 

1.42 

4.47 

1.53 

4.80 

1.65 

5.15 

1.75 

5.£0 

1.85 

3 

3.37 

1.16 

3.75 

1.30 

4.13 

1.44 

4.50 

1.55 

4.88 

1.66 

5.25 

1.77 

5.63 

1.90 

6.00 

2.02 

3-1/4 

8*66 

1.27 

4.05 

1.40 

4.47 

1.52 

4.P8 

1.66 

5.28 

1.80 

5.70 

1.92 

5.10 

2.06 

6.50 

2.  IB 

3-1/2 

3.93 

1.35 

4.36 

1.50 

4.80 

1.65 

5.25 

1.77 

5.70 

1.9C 

6.12 

2.06 

6.55 

2.20 

7.00 

2.S4 

3-3/4 

4.2£ 

1.45 

4.70 

1.60 

5.15 

1.75 

5.63 

1.90 

C.10 

r?.os 

6.55 

2.20 

7.03 

2.35 

7.50 

2.50 

4 

4.  50 

1.55 

5.00 

1.70 

5.50 

1.85 

6.  CO 

2.0? 

fi.SO 

?.  IP 

7.00 

2.33 

7.  SO 

2.50 

8.  CO 

2.66 

4-1/4 

1.80 

5.C6 

1.97 

C.36 

2.15 

6.90 

2.30 

7.44 

2.48 

7.97 

2.65 

8.50 

2.82 

4-1/2 

5.05 

1.73 

5.63 

1.90 

6.20 

£.08 

6.75 

2.25 

7.30 

2.44 

7.S8 

2.62 

8.44' 

2.  SO 

9.00 

2.?,? 

4-3/4 

5.35 

1.80 

5.95 

2.00 

6.55 

2.20 

7.12 

2.?7 

7.72 

2.57 

8.32 

2.77 

8.90 

2.95 

9.50 

3.14 

6 

5.63 

1.90 

6.25 

2.10 

6.86 

2.50 

7.50 

2.EO 

8.13 

2.70 

8.76 

2.90 

9.40 

3.10 

10.00 

3.30 

5-1/4 

S.*0 

2.0C 

6.55 

2.20 

7.22 

2.40 

7.88 

2.C2 

8.5S 

2.62 

9.20 

2,95 

9.85 

3.25 

10.50 

3.45 

6-1/2 

6.CC 

£.08 

6.88 

2.30 

7.66 

2.52 

8.25 

2.7S 

8.95 

2.96 

9.63 

3.1C 

10.30 

3.40 

11*00 

3.62 

£-3/4 

6.46 

2.18 

7.20 

2.40 

7.90 

2.62 

8.63 

2.86 

9.35 

3.10 

10.10 

3.3? 

10.  CO 

3..',C 

11.50 

3.77 

6 

6.76 

2.25 

7.50 

2.50 

8.25 

2.75 

9.00 

2.98 

9.75 

3.22 

10.  JO 

3.45 

11.20 

3.70 

12.00 

3.95 

6-1/4 

7.03 

2.35 

7.80 

2.60 

8.60 

2.85 

9.36 

3.10 

10.15 

3.33 

11.05 

3.62 

11.70 

3.85 

12.50 

4.00 

6-1/2 

7.30 

2.44 

8.13 

2.70 

8.93 

2.95 

9.75 

3.22 

10.85 

3.46 

11.46 

3.75 

12.20 

4.0? 

13.00 

4.?5 

6-3/4 

7.60 

2.S3 

8.44 

2.60 

9.30 

3.07 

10.15 

3.33 

11.00 

3.62 

11.80 

3.CF 

12.70 

4.15 

13.50 

4.4C 

7 

7.68 

2.62 

.8.75 

2.90 

9.65 

3.18 

10  .60 

3.45 

11.40 

3.75 

1?.£S 

4.CO 

13.10 

4.5C 

14.00 

4.5R 

v_ 

FIG.    129. — RECTANGULAR  STEEL  BAR  CUT-OFF  UNITS   (Continued) 


315  — 


COLD         SAW 
STEEL  CUT  -  OFF  AREAS  AND  UNITS 

WIDTH 
IECHES 

THICKNESS,  INCHES 

2-1/8 

2-1/4 

2-3/8 

2-1/2 

2-5/8 

2-3/4 

2-7/8 

3 

AREA 

UNITS 

AREA 

UNITS 

AREA 

UHITE 

AREA 

UNITS 

AREA 

UNITS 

AREA 

UNITS 

AREA 

UNITS 

AREA 

WIITS 

1/2 

1.05 

0.44 

1.12 

0.46 

1.20 

0.48 

1.26 

0.50 

1.30 

0.52 

1.37 

0.55 

1.44 

0.5& 

1.50 

O.S8 

3/4 

1.60 

0.61 

1.70 

0.65 

1.77 

0.57 

1.88 

0.70 

1.97 

0.74 

2.05 

0.76 

2.15 

0.80 

2.25 

0.82 

1 

2.12 

0.77 

2.25 

0.82 

2.38 

0.86 

2.50 

0.90 

2.62 

0.93 

2.75 

0.98 

2.86 

1.03 

3.00 

1.06 

1-1/4 

2.66 

0.96 

2.82 

1.00 

2.95 

1.05 

3.13 

1.10 

3.28 

1.16 

3.44 

1.20 

3.60 

1.25 

3.75 

1.32 

i-a/2 

3.20 

1.12 

3.38 

1.18 

3.55 

1.25 

3.75 

1.30 

3.95 

1.36 

4.12 

1.40 

4.33 

1.48 

4.50 

1.54 

1-3/4 

3.70 

1.29 

3.95 

1.35 

4.15 

1.43 

4.38 

1.50 

4.60 

1.67 

4.82 

1.65 

5.05 

1.70 

5.25 

1.80 

2 

4.25 

1.45 

4.50 

1.56 

4.75 

1.62 

6.00 

1.70 

5.25 

1.77 

6.50 

1.85 

5.76 

1.95 

6.00 

2.02 

2-1/4 

4.77 

1.63 

5.05 

1.75 

5.35 

1.81 

5.62 

1.90 

5.90 

2.00 

6.18 

2.08 

6.46 

2.18 

6.76 

2.  28 

2-1/2 

5.30 

1.80 

5.62 

1.90 

5.95 

2.00 

6.25 

2.10 

6.56 

2.20 

6.88 

2.30 

7.17 

2.40 

7.60 

2.50 

2-3/4 

5.85 

1.97 

6.18 

2.08 

6.55 

2.20 

6.88 

2.30 

7.22 

2.40 

7.55 

2.63 

7.90 

2.62 

8.25 

2.75 

3 

6.40 

8.15 

6.76 

2.25 

7.12 

2.37 

7.50 

2.50 

7.88 

2.62 

8.25 

2.76 

8.62 

2.86 

9.00 

2.98 

3-1/4 

6.90 

2.31 

7.32 

2.44 

7.72 

2.57 

8.11 

2.70 

8.55 

2.82 

8.95 

2.95 

9.36 

3.08 

9.75 

3.25 

-      3-1/2 

7.44 

2.48 

7.88 

2.62 

8.32 

2.75 

8.75 

2.90 

9.19 

3.05 

9.62 

3.17 

10.05 

3.33 

10.50 

3.46 

3-3/4 

7.97 

2.65 

8.44 

2.80 

P.  90 

2.95 

9.38 

3.10 

9.85 

3.24 

10.32 

3.40 

10.80 

3.55 

11.25 

3.72 

4 

8.50 

2.82 

9.00 

2.98 

9.50 

3.14 

10.00 

3.30 

10.50 

3.45 

11.00 

3.62 

11.50 

3.77 

12.00 

3.95 

( 

4-1/4 

9.05 

3.00 

9.55 

3.16 

10.10 

3.33 

10.60 

3.50 

11.15 

3.68 

11.70 

3.85 

12.20 

4.00 

12.75 

4.18 

4-1/2 

9.65 

3.16 

10.10 

3.33 

10.70 

3.52 

11.25 

3.70 

11.80 

3.88 

12.40 

4.07 

12.95 

4.23 

13.50 

4.42 

4-3/4 

10.10 

3.33 

10.68 

3.53 

11.30 

3.70 

11.90 

3.90 

12.45 

4.10 

13.05 

4.30 

13.65 

4.48 

14.25 

4.68 

5 

10.60 

3.50 

11.26 

3.70 

11.90 

3.90 

12.50 

4.10 

13.10 

4.30 

13.75 

4.52 

14.40 

4.70 

15.00 

4.90 

5-1/4 

11.15 

3.66 

11.80 

3.88 

12.46 

4.10 

13.10 

4.30 

13.80 

4.52 

14.45 

4.71 

15.10 

4.93 

15.75 

5.15 

5-1/2 

11.70 

3.85 

13.40 

4.05 

13.05 

4.28 

13.75 

4.50 

14.40 

4.70 

15.10 

4.94 

15.80 

5.15 

16.50 

5.38 

5-3/4 

12.20 

4.00 

12.95 

4.24 

13.60 

4.47 

14.40 

4.70 

15.10 

4.94 

15.80 

5.16 

16.55 

5.40 

17.25 

5.65 

6 

12.75 

4.18 

13.50 

4.42 

14.25 

4.66 

15.00 

4.90 

15.75 

6.15 

16.50 

5.S58 

17.25 

5.64 

18.00 

5.86 

6-1/4 

1?.30 

4.35 

14.05 

4.60 

14.85 

4.85 

15.60 

5.10 

16.40 

5.35 

17.20 

5.60 

17.95 

5.85 

18.75 

6.12 

6-1/2 

13.80 

4.  £2 

14.60 

4.77 

15.45 

5.06 

16.25 

•5.  30 

17.05 

5.57 

17.90 

6.83 

18.70 

6.08 

19.50 

6.33 

«-3/4 

14.30 

4.70 

15.18 

4.95 

16.05 

5.25 

16.90 

5.50 

17.70 

5.76 

18.55 

6.05 

19.40 

6.31 

20.25 

6.60 

7 

14.90 

4.85 

15.75 

5.15 

16.60 

5.42 

17.50 

5.70 

18.40 

6.00 

19.25 

6.70 

20.12 

6.53 

21.00 

6.82 

FIG.   129. — RECTANGULAR  STEEL  BAR  CUT-OFF  UNITS   (Continued) 


—  316  — 

earnings,  the  necessary  number  of  butt-end  cuts  are  counted 
as  well  as  the  number  of  cuts  to  length,  for  it  is  obvious  that 
the  trimming-off  of  butts  consumes  as  much  time  as  do  the 
productive  parting  cuts.  In  the  other  two  columns  posted 
on  the  job  are  recorded  the  number  of  pieces  sawed  per  cut 
and  the  total  number  of  cuts  taken,  including  the  butt-end  cuts. 


——• 

C  0  T,  15       S  A  VT 
STEEL  CUT-OFF  AREAS  AND  UTHTS. 

SIZE 

AREA 

UNITS 

SIZE 

AREA 

WITS 

3/4 

3/4 

1/8 

0.17 

0.13 

3-1/2 

2-1/2 

1/4 

1.44 

0.56 

1 

1 

1/8 

0.23 

0.18 

3-1/2 

2-1/2 

3/8 

1.78 

0.67 

1 

1 

3/16 

0.34 

0.21 

3-1/2 

2-1/2 

5/16 

2.11 

0.78 

1-1/4 

1-1/4 

3/16 

0.43 

0.24 

3 

3 

1/4 

1.44 

0.56 

1-1/4 

1-1/4 

1/4 

0.56 

0.28 

3 

3 

3/8 

•2.11 

0.78 

1-1/2 

1-1/2 

1/8 

0.36 

0.22 

3-1/2 

3 

5/16 

1.13 

0.72 

1-1/2 

1-1/2 

3/16 

0.53 

0.27 

3-1/2 

3 

3/8 

2.30 

0.84 

1-1/2 

1-1/2 

1/4 

0.69 

0.32 

3-1/2 

3-1/2 

3/8^ 

2.48 

0.90 

1-3/4 

1-3/4 

3/16 

0.62 

0.30 

4 

3 

1/4 

1.69 

0.64 

1-3/4 

1-3/4 

1/4 

0.81 

0.36 

4 

3 

5/16 

2.09 

0.77 

2 

1-1/2 

1/4    - 

0.81 

0.36 

4 

3. 

3/8 

2.48 

0.90 

2 

2 

1/4 

0.48 

0.25 

-   4 

4 

3/8 

2.86  . 

1.02 

2 

2 

3/16 

0.71 

0.33 

5 

3 

3/8 

2.86 

1.02 

2 

2 

1/4 

0.94 

0.40 

5 

3-1/2 

3/8 

3.05 

1.08 

2-1/4 

2-1/4 

1/4 

0.98 

0.42 

5 

5 

3/8 

3.51 

1.25 

2-1/2 

2 

3/16 

.0.81 

0.36 

6 

4 

3/8 

3.61 

1.25 

2-1/2 

z 

1/4 

1.06 

0.44 

2-1/2 

2-1/2 

3/16 

0.90 

0.39 

2-1/2 

2-1/2 

1/4 

1.19 

0.43 

3 

2 

1/4 

1.19 

0.48 

3 

2-1/2 

1/4 

1.31 

0.52 

3 

2-1/2 

3/8 

1.92 

0.72 

—  •— 

ii 

—  " 

•—  ^^™^ 

•_—  l 

«•           *J 

.«*—  ^"*^                                ™"~~*«J 

FIG.    130. — ANGLE    STEEL    BAR    CUT-OFF    UNITS 


In  the  first  three  columns  reserved  for  the  computation  of 
earnings,  to  the  right  of  the  central  stock  column,  are  entered 
the  areas  sawed  through  per  cut  and  the  "units"  corresponding 
to  the  cut  areas,  as  given  in  the  "Unit  Tables"  and  the  total 
number  of  "units,"  obtained  by  multiplying  the  number  of 
"units"  per  cutting  area  by  the  number  of  cuts.  In  the  column 
to  the  extreme  right  of  the  sheet  are  entered  the  "pay  units" 
for  the  various  lots,  which  are  equal  to  the  total  number  of 
"units"  as  computed  plus  one  extra  "unit"  to  cover  time  spent 
in  changing  from  work  on  one  order  to  work  on  the  next  requi- 
sition. 

The  data  and  computations  for  the  first  lot  of  3^-inch  square 
bar  stock  hardly  requires  further  explanation.  The  .first  figure 


—  317  — 

in  the  column  to  the  left  of  the  sheet  gives  the  number  of  pieces 
cut  and  the  second  number  of  the  column  is  the  same,  as  no 
butt  ends  were  removed.  The  adjacent  column  shows  that  the 
bars  were  sawed  one  at  a  time  and  consequently  the  number  of 
cuts  in  the  following  column  is  the  same  as  the  number  of  pieces. 
The  area  and  "unit"  entrees  are  obtained  directly  from  the 


COLD       SAW 

STEEL  CUT  -  OFF  AREAS  AND  UNITS. 

I-BEAMS                                                         CEAEEELS 

DEPTH 

AREA 

UNITS 

SIZE 

AREA 

UNITS 

3 

1.63 

0.62 

1 

0.40 

0.23 

4 

2.21 

0.80 

3 

1.20 

0.49 

5 

2.87 

1.00 

4 

1.55 

0.60 

—  - 

6 

3.61 

1.25 

5 

1.95 

0.73 

7 

4.42 

1.50 

6 

3.00 

1.66 

8 

5.12 

1.75 

7 

2.80 

1.00 

9 

6.31 

2.12 

8 

3.35 

1.17 

10 

6.54 

2.20 

9 

3.90 

1.35 

12 

9.26 

3.00 

10 

4.50 

1.54 

15 

10.90 

3.58 

12 

7.25 

2.42 

18 

14.10 

4.63 

15 

10.50 

3.48 

20 

19.10 

6.28 

21 

17.68 

5.73 

24 

21.70 

7.05 

• 

=^  

^—- 

*- 

1-           '  . 

^       i              *« 

FIG.    131. I-BEAM    AND    CHANNEL    STEEL    CUT-OFF    UNITS 


"units"  is  the 


"Unit  Table,"  Fig.  128,  and  the  total  number  of 
product  of  the  number  of  "units"  corresponding  to  the  cut 
area,  0.560  square  inch,  multiplied  by  the  number  of  cuts,  8. 
The  number  of  "pay  units"  is  then  one  "unit"  greater,  or  3.24. 
The  computations  for  the  second  lot  cut  are  similar,  but  some- 
what more  involved,  for  the  12  pieces  of  4-inch  round  steel 
stock  produced  required  3  butt-end  cuts,  so  making  the  total 
number  of  cuts  taken  1 5  and  necessitating  the  multiplication  of 


—  318- 

the  "unit"  per  cut  area  by  15,  instead  of  by  the  number  cf 
pieces  produced. 

The  computations  of  the  "pay  units"  for  the  24  pieces  of 
i-inch  round  steel  stock  bring  in  another  factor.     As  3   butt 


0                      0 

DATE          />  ->^-  // 

SHIFT       Al*2^t 

STEEL    CUTTING    OFF                                 0 
COLD       SANA/     PRODUCTION    TALLY    SHEET 

OPERATORS  NAME  AND  No.  tyii44               AJfts,    \jrn*i/ 

s 

PIECES  FINISHED 
INCLUDING 
BUTT  ENDS 

c 

No.  OF 
PIECES 
PER  CUT 

N 

No.  OF 
CUTS 

N~f 

I/ 

SIZE 

AREA  OF 
ONE  PIECE 
TIMES 
"C" 

UNIT  ON 
CHART 

COBRLSTOHIlhC 
TO  "A" 

TOTAL  UNITS 
T-UxN 

PAY    UNITS 
P=T*I.O 

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/>- 

/ 

/>o 

o.4f 

S.?T 

t.TT 

TALLYMAN               +<   /€  . 

TOTAL     }£>f>$~ 

fttTO      »M      •  -!• 

FIG.    132.— PRODUCTION    TALLY    SHEET STEEL    CUT-OFF 


ends  have  to  be  removed,  the  total  number  of  pieces'  severed 
is  27,  but  as  3  bars  are  cut  at  the  same  time  only  9  cuts  were 
required.  The  cut  area  is  then  three  times  that  of  a  i-inch 


—  319  — 

round  bar,  and  the  "unit" — see  Fig.  128 — corresponds  to  that  for 
this  larger  area,  2.35  square  inches.  Multiplying  the  "  unit "  value 
by  9  gives  the  "total  units,"  and  adding  one  more  unit  gives 
the  number  of  "pay  units"  for  the  lot.  The  computations  for 
the  30  pieces  of  i-inch  channel,  producing  three  butt  ends, 
are  exactly  similar,  except  that  the  cut  area  and  corresponding 
"unit"  are  obtained  from  the  "Unit  Table"  given  as  Fig.  131. 

The  number  of  "pay  units"  for  the  various  lots  entered 
on  the  tally  sheet,  Fig.  132,  representing  the  output  from  two 
saws  in  charge  of  the  operator,  total  to  262.28,  so,  if  the  rate 
in  force  should  be  $0.01  per  "unit,"  the  operator's  earnings  for 
the  work  recorded  would  amount  to  $2.62. 

The  foregoing  explanation  of  the  application  of  an  accurate 
piece-work  system  to  the  simple  operation  of  sawing-off  bar 
stock  well  demonstrates  its  convenience,  and  the  economies  to 
be  realized  by  its  adoption  are  forcibly  brought  out  by  records 
taken  of  the  output  and  earnings  of  the  workers  of  the  cut-off 
shop,  before  and  after  its  introduction. 

Before  the  system  was  introduced,  when  the  department 
was  conducted  on  a  day-work  basis,  a  total  of  588.70  man  hours 
was  required  to  cut  through  22,170  square  inches  of  cross- 
section  area.  Such  rate  of  production  represents  an  average  of 
37.65  square  inches  of  cross-section  area  cut  each  hour  per  man. 
On  the  introduction  of  piece  work  but  332.60  man  hours  were  re- 
quired to  cut  through  38,722  square  inches  of  cross-section 
area,  or  116.40  square  inches  were  cut  through,  on  the  aver- 
age, each  hour  per  man. 


APPENDIX  XI 
RATING  OPERATIONS  ON  AN  AUTOMATIC  DOVETAIL  JOINTER 


APPENDIX  XI 

RATING  OPERATIONS  ON  AN  AUTOMATIC  DOVETAIL  GLUE  JOINTER 

AS"  interesting  example  of  a  method  of  rating  a  special  oper- 
ation on  wood-working  machinery  is  one  devised  for  the  task 
of  making-up,  from  narrower  boards,  boarding  of  specified 
width  for  the  construction  of  packing  cases  and  boxes.  By 
the  use  of  an  automatic  dovetailing  and  glueing  machine, 
operated  in  conjunction  with  an  ordinary  power  rip  saw,  the 
fairly  complex  operation  is  made  very  nearly  automatic.  The 
automatic  machine  dovetails  the  narrow  boards,  applies  the 
glue  and  fits  them  together  to  form  firm  made-up  boarding  of 
the  variety  illustrated  in  Fig.  133,  the  rip  saw  simply  functioning 
to  reduce  the  made-up  boarding  to  the  desired  width. 

Two  endless  chain  conveyors,  or  carriers,  one  operating  from 


FIG.    133. — DOVETAILED    BOARDING 

either  end  of  the  automatic  machine,  convey  the  rough  boards 
and  the  make-up  boards,  respectively,  past  the  cutting  mech- 
anisms to  the  central  section  of  the  machine,  where,  after  the 
glue  has  been  applied  to  the  tongues  and  grooves,  the  boards 
are  fitted  together  and  are  delivered  in  the  form  of  made-up 
boarding — to  be  reduced  to  the  desired  width  by  the  rip  saw. 
The  carrier  dogs  may  be  set  for  various  links  of  the  conveyors, 
so  economically  accommodating  assorted  boards  of  different 
lengths. 

A  leader  and  three  helpers  constitute  the  force  required  to 
operate  the  equipment,  as  diagrammatically  indicated  in  Fig. 
134.  Helper  "A"  feeds  the  rough  boards  of  assorted  lengths  to 
the  automatic  machine,  placing  a  board  between  each  sue- 


—  324  — 

cessive  pair  of  carrier  dogs  attached  to  the  endless  chain  leading 
from  his  end  of  the  machine — i.  e.,  if  no  delays  occur.  The 
leader  receives  the  made-up  boards,  passes  them  to  the  rip  saw 
or,  if  more  than  two  boards  are  required  to  make  up  the  re- 
quired width  of  boarding,  shunts  made-up  boards  of  insufficient 
width  to  helper  "C"  for  use  as  make-up  boards.  Helper  " B" 
receives  the  finished  boarding  from  the  rip  saw  and  places  it 
on  the  finished  work  truck  and  also  passes  the  trims  of  sufficient 


Rough  Boards 
Truck 


,  Helper  A' 


t 

1 

Automatic      Dove-tail 

Glue    (Jointer 

"1 

Y 

r~         ~~i    >, 

Leader  • 

y 

*. 

/fe//?erVf  9  He/per't 
^           ' 

Kip 

*._.  ,  ^_ 

5C7W 

\^    Finished 
Boards  Truck 

FIG.    134. — DIAGRAMMATIC    ARRANGEMENT    OF    AUTOMATIC 
DOVETAIL   MACHINE 

width  for  make-up  boards  to  helper  "C,"  while  the  duties  of 
helper  "C"  are  simply  to  feed  the  make-up  boards  to  the 
automatic  machine. 

The  operation  is  chiefly  a  machine  one,  semi-automatic  in 
character,  and  the  work  entailed  is  obviously  measured  by 
the  number  of  rough  boards  fed  to  the  machine  by  helper  "^." 
The  machine  time,  if  no  delays  occur,  is  proportional  to  the 
carrier  speed  of  the  automatic  machine  and  can  be  accurately 
predetermined.  The  handling  time,  or  handling  procedure,  can 
be  standardized,  time-studied  and  rated  and  the  necessary 
time  allowances  and  delays  ascertained,  so  the  rating  of  what 
at  first  appears  to  be  quite  a  complicated  operation  entails 
only  a  logical  application  of  approved  time-study  procedure. 
However,  as  the  operation  is  a  rather  unusual  one,  a  resume 
of  the  necessary  studies  and  of  the  methods  of  adapting  time- 
study  procedure  to  the  problem  will  serve  to  illustrate  further 
the  wide  and  varied  field  for  time  study  as  a  basis  for  rate 
setting. 

Standardization  of  procedure  and  equipment  is  the  first 
essential,  including  the  calibration  of  the  machines  for  cor- 
rect speeds,  etc.,  then,  by  approved  time-study  methods,  the 
necessary  time  allowances,  including  the  allowance  for  the 
preparatory  operations,  should  be  established  —  such  as  the 
time  required  for  oiling  the  machine,  filling  grease  cups, 


—  325  — 

mixing  glue  and  filling  the  glue  tanks  at  regular  intervals 
and  for  the  necessary  delays  due  to  sweeping  up  shavings, 
making  out  time  tickets,  etc.,  and  for  personal  delays,  including 
that  entailed  in  washing  up  at  noon  and  night.  These  pre- 
paratory operations,  allowable  delays,  etc.,  involve  so  much 
time  during  each  working  day  which  could  otherwise  be  pro- 
ductively employed  that  they  may  be  termed  "necessary 
delays,"  for  which  suitable  provision  must  be  made  in  estab- 
lishing proper  rates  for  the  work. 

The  second  time-consuming  operation  for  which  '  an  allow- 
ance has  to  be  made  is  that  of  setting  up  the  equipment  for 
handling  various  lengths  of  boards.  The  carrier  dogs  have  to 
be  set  so  as  to  convey  most  economically  the  boards  of  certain 
assorted  lengths,  necessitating  more  or  less  adjustment  and 
manipulation  of  the  automatic  machine,  depending  upon  the 
particular  variety  of  machine  employed,  the  rip  saw  has  to  be 
set  and  a  board  tried  for  width,  etc.  This  set  of  preparatory 
operations  has  to  be  repeated  for  each  set-up  of  the  machine 
equipment  and,  though  the  time  required  is  practically  constant 
for  any  set-up  within  the  capacity  of  the  standard  machine,  a 
time  allowance — ascertained  by  time  study  and  including  a 
suitable  "variation  allowance" — must  be,  consequently,  estab- 
lished and  rated  as  an  independent  factor,  one  influencing  the 
pay  for  the  dovetailing  work  each  time  a  new  set-up  is  required. 

Still  another  act  preparatory  to  the  actual  starting  up  of  the 
machine  for  productive  operation  is  to  move  the  truck  of  rough 
boards  to  the  receiving  end  of  the  automatic  machine.  This 
simple  act  has  to  be  performed  after  each  .machine  set-up,  so 
consumes  time  which  might  otherwise  be  productively  utilized, 
necessitating  a  definite  time  allowance — established  by  time 
study — for  its  accomplishment.  Should  additional  supplies  of 
rough  boards  be  required  subsequently,  during  the  actual  oper- 
ation of  the  machine  on  the  same  set-up,  a  fresh  truck  load  can 
be  supplied  by  assistants  without  arresting  the  productive 
operation  of  the  machine,  so  a  time  allowance  for  such  moving 
of  the  loaded,  rough  board  truck  need  be  provided  but  once 
for  each  set-up  of  the  machine.  As  obviously  the  set-up  of 
the  automatic  machine  so  far  as  accommodating  various  as- 
sorted lengths  of  boards — within  the  capacity  of  the  standard 
machine — is  concerned  does  not  influence  to  any  appreciable 
extent  the  time  required  to  move  the  truck  of  rough  boards, 
the  time  allowance  for  such  act  is  constant  for  any  machine 
set-up — i.  e.,  for  any  standard  length  of  board.  The  customary 
allowance  of  25  per  cent,  should  be  added  to  the  "selected 


-326  — 

time/'  however,  as  is  customary  for  all  handling  operations  of 
such  nature. 

The  time  entailed  in  feeding  the  boards  to  the  machine,  the 
operation  of  the  dovetailing  machine  and  the  subsequent  oper- 
ation of  sawing  the  made-up  boarding  to  desired  width  should 
then  be  established  by  approved  production  time-study  methods 
and  a  5  per  cent,  time  allowance  added  for  such  machine  oper- 
ation. This  machine  time  will  differ  for  each  machine  set-up. 

Finally,  a  time  allowance  must  be  provided  for  the  conclud- 
ing operation  of  removing  the  truck  of  finished  boarding  at 
the  completion  of  each  run  on  a  machine  set-up.  The  finished 
boarding  may  be  trucked  to  a  planer  for  subsequent  finish,  or 
simply  stacked  in  the  vicinity  of  the  dovetailing  machine,  but 
should  be  removed  to  provide  room  for  the  next  machine  set-up 
and  to  segregate  the  boarding  of  certain  widths,  so  the  time 
required  for  such  removal  rightfully  becomes  a  charge  against 
possible  operating  time  of  the  machine.  That  is,  after  the  run 
of  each  set-up,  time  is  spent  in  removing  finished  boarding, 
preparatory  of  another  set-up,  that  might  otherwise  be  devoted 
to  the  productive  operation  of  the  machine.  Of  course,  if 
finished  made-up  boarding  should  be  required  during  the  run 
of  a  set-up,  it  could  be  secured  by  assistants  without  the  need 
of  stopping  the  work  of  production,  or,  if  the  finished  boarding 
should  so  accumulate  as  to  be  a  hindrance  to  the  effective 
operation  of  the  machine,  the  completed  product  could  be  re- 
moved by  assistants  without  stopping  the  machine.  Time  for 
removing  the  finished  boarding  need,  consequently,  be  provided 
but  once  for  each  machine  set-up,  but  the  selected  time,  estab- 
lished by  time  study,  should  be  increased  by  the  customary 
"variation  allowance"  of  25  per  cent. 

The  machine  time,  or  to  be  more  exact,  the  time  required 
for  feeding  the  boards  to  the  machine,  matching  and  ripping  the 
finished  boarding  to  required  width,  is  dependent  upon  the  speed 
of  the  machine  carriers.  The  chains  of  these  carriers  are  of 
the  long  link  variety  and  the  carrier  dogs  are  attached  at 
regular  intervals,  with  the  requisite  number  of  chain  links  in- 
tervening to  accommodate  the  boards  of  different  assorted 
lengths.  The  conveying  capacity  of  the  machine  carriers,  the 
chain  speed  having  been  'standardized  and  calibrated,  is,  then,, 
dependent  upon  the  space  between  successive  carrier  dogsr 
rather  than  upon  the  length  of  the  boards  handled.  For  in- 
stance, if  the  chain  links  are  8  inches  long,  the  carrier  dogs 
attached  to  every  sixth  link,  and  the  chain  speed  72  feet  per 
minute,  the  capacity  of  the  machine — providing  for  a  variation 


neces- 


—  327  — 

allowance  of  5  per  cent,  in  chain  speed  —  expressed  in  the 
capacity  number  of  boards  handled,  would  be  17.14  per  minute 

|  ,      ~  1,  or  1,028.4  per  hour.     Such  rate  would 

V6  X  8  X  i. 057' 

sitate  a  board  between  each  pair  of  carrier  dogs,  a  perfection 
of  operation  not  attainable  in  practice,  and  makes  no  provision 
for  a  pro-rated  time  allowance  for  the  necessary  preparation  of 
the  machines,  the  set-up  or  for  moving  the  trucks,  so  measures 
an  ideal  production  during  continuous  machine  operation. 
Should  the  necessary  time  allowances,  based  on  one  set-up  per 
day  often  hours  (600  minutes)  be,  for  the  "necessary  delays," 
56  minutes;  the  machine  set-up,  5  minutes;  moving  supply  truck 
of  rough  boards,  5  minutes;  and  removing  truck  of  finished 
boarding,  4  minutes — a  total  of  70  minutes — the  possible  oper- 
ating time  of  the  machine  would  be  reduced  to  53  minutes  per 
hour  and  the  ideal  capacity  to  slightly  over  900  boards  in  the 
hour  (17.14  X  53).  Any  such  production  is  unattainable  under 
ordinary  working  conditions,  but  by  production  studies  a  task 
production,  upon  which  rate  of  recompense  may  be  based, 
can  be  accurately  and  equitably  established.  It  is  obvious, 
however,  that  the  most  that  can  be  expected  is  to  keep  as  uni- 
form a  flow  of  rough  boards  passing  o'n  the  carrier  as  is  possible 
ind,  in  productive  operation,  the  attainable  production  is  con- 
siderably less  than  the  ideal.  This  "attainable  production" 
may  serve  as  a  basis  for  estimates  of  production  and  of  costs, 
but  it  is  not  considered  in  figuring  the  earnings  of  the  workers, 
once  their  rates  have  been  established.  It  is  of  interest,  never- 
theless, in  that  it  is  an  influencing  factor  in  the  establishment 
of  equitable  piece  rates. 

A  counter  on  the  dovetailing  machine  records  the  actual 
number  of  rough  boards  utilized,  and  the  earnings  of  the  oper- 
ators, the  leader  and  the  helpers,  are  based  entirely  upon  such 
recorded  number  of  boards  passing  through  the  machine.  Their 
earnings  are  computed  by  the  simple  formula, 

C*J?' 

•  E  -  NB  +  ^0 

Where, 

E  =  Total  earnings. 
N  =  Number  of  set-ups. 
R  =  Rate  per  set-up. 

C  =  Number  of  rough  boards  utilized  from  counter. 
R'  =  Rate  per  100  rough  boards. 

The  rates  per  set-up  and  per  hundred  rough  boards  differ,  as  a 
rule,  for  the  leader  and  for  his  helpers,  but  the  same  formula 
is  applicable  to  the  computations  of  their  respective  earnings. 


—  328  — 

A  typical  illustration  would  be  in  figuring  the  earnings  for 
passing  7,200  rough  boards  on  five  different  machine  set-ups, 
the  leader  receiving  $0.03  per  set-up  and  $0.05  per  100  boards, 
while  the  helpers'  rates  were  $0.025  and  $0.045  f°r  tne  set-up 
and  loo  boards,  respectively.  The  leader  would  receive  $3.75 
for  the  work  and  the  helpers  $3.37  each — see  example — placing 
the  labor  charge  per  hundred  boards  at  $0.1925. 
Example: 

AT-  _  c      r  -  7200      p  _  $0.03    for  leader,       „,  _  $0.05  for  1  leader, 
•    0.025  for  helpers,    J        "    0.045  for  helpers. 

72  ^  0  0^ 

E  =  5  X  0. 03  +  -  -  =  S3.  75  for  leader, 

1UU 
79   V  O  04.^ 

E  =  5  X  0.025  +  -  -    =  $3.37  for  helpers. 

1UU 

Labor  charge  per  100  boards  =  3-75  *^X  3.37  =  $(U925 

In  the  foregoing  example,  the  various  rates  are  taken  as 
average  mean  rates  for  the  various  set-ups,  in  order  to  simplify 
computations.  Any  averaging  of  such  character  would  not 
be  resorted  to  in  actual  practice,  however,  for  the  rates  differ 
for  each  set-up  of  boards  of  certain  assorted  lengths,  and,  if 
five  set-ups  were  required,  several  assorted  lengths  of  boards 
would  have  to  be  handled,  for  each  of  which  the  rates  would 
differ. 

It  will  have  been  noted  throughout  the  explanation  of  the 
method  of  rating  that  no  mention  has  been  made  of  the  width 
of  the  rough  boards  employed  or  of  the  width  of  the  finished 
boarding,  and  that  all  computations  are  based  simply  on  the 
lengths  of  boards  suitable  for  the  various  set-ups.  Naturally, 
the  width  of  finished  boards  required  will  differ,  though  the 
width  of  the  rough  narrow  boards  should  be  practically  con- 
stant, and  if  the  required  width  of  finished  boarding  is  in  excess 
of  that  attainable  from  two  rough  boards  additional  work  will 
be  entailed  for  the  finished  product.  The  wider  boards  are  ob- 
tained by  passing  made-up  boarding,  not  sawed  to  width,  as 
make-up  boards  to  be  joined  to  rough  boards  from  the  supply 
end  of  the  machine.  Unsawed  made-up  boarding  of  any  num- 
ber of  rough  boards  which  with  one.  or  more  rough  boards  will 
produce  a  made-up  board  of  sufficient  width  to  allow  sawing 
to  specified  dimensions  may  be  employed  in  this  manner.  That 
is,  the  make-up  boards  may  be  of  one,  two  or  any  number  of 
rough  boards,  dovetailed  and  glued  together,  required  for  the 
width  of  the  finished  board. 


—  329  — 

Output  of  finished  boarding  will  vary,  then,  with  the  number 
of  narrow  boards  employed  for  its  production,  so  the  one 
rate  of  recompense  for  the  various  set-ups  covers  the  make-up 
of  boarding  of  any  width  within  the  capacity  of  the  machine. 
The  output  of  wide  boards  may  not  be  exactly  inversely  pro- 
portional to  the  number  of  rough  boards  required  for  their 
make-up,  but  is  approximately  so  and  may  be  so  considered  for 
planning  and  estimating  purposes. 


APPENDIX  XII 

WAGE  PAYMENT  SYSTEMS 


APPENDIX  XII 

WAGE    PAYMENT    SYSTEMS 

THE  purpose  of  taking  time  studies  is  to  secure  information 
for  the  setting  of  rates,  which  in  themselves  are  one  of  the 
elements  of  wage  payment  systems.  Several  forms  of  such 
systems  have  been  and  are  being  used  in  establishments  where 
time-study  work  has  been  done  and,  in  fact,  in  some  cases  a 
variety  of  wage  systems  has  been  installed  in  the  same  plant 
in  order  to  meet  varying  conditions. 

In  general,  these  wage  systems  may  be  divided  into  four  main 
groups:  day-work,  piece-work,  task  and  bonus,  and  premium. 
So  this  appendix  will  take  up  these  four  groups  with  particular 
reference  to  the  piece-work,  task  and  bonus,  and  premium  plans. 
The  purpose  is  to  sketch  briefly  the  differences  and  distinctions 
between  these  various  systems,  in  any  of  which  the  times  es- 
tablished by  time  study  can  be  used  as  a  basis  for  fixing  the 
rates. 

Those  who  have  followed  closely  the  developments  in  the 
handling  of  labor  during  the  past  few  years  will  have  suggested 
to  their  minds  various  methods  of  profit-sharing;  it  is  not  the 
purpose  to  treat  of  any  of  these,  but  to  restrict  the  discussion 
to  accepted  methods  of  wage  payment. 

The  commonest,  most  widely  used  and  probably  the  most 
ordinary  method  of  paying  wages  in  industry  is  the  day-work 
plan  whereby  the  employees  are  paid  so  much  per  hour  or  so 
much  per  day,  the  amount  being  arbitrarily  fixed  and  governed 
to  a  great  extent  by  local  conditions.  It  is  at  once  recognized 
that  this  plan  is  not  based  on  definite  facts,  and  unless  admin- 
istered with  unusual  care  will  result  in  improperly  rewarding 
the  work  and  efforts  of  some  of  the  operators  compared  with 
others. 

Ordinary  piece-work  is  the  next  in  point  of  widespread  use. 
While  it  is  very  true  that  this  form  of  piece-work  does  decrease 
supervision — in  this  particular  it  is  a  help  in  industry — another 
of  its  efforts  is  the  lessening  of  responsibility  on  the  part  of  the 
executives,  and  in  this  respect  it  is  a  step  backward  in  industrial 
management.  With  the  usual  methods  of  setting  piece-work 
rates  there  is  no  attempt  at  planning,  routing  or  doing  the 


necessary  preparatory  work  in  order  that  the  workman  will 
be  enabled  to  turn  out  an  amount  of  work  satisfactory  to  him- 
self and  to  the  management,  for  the  rates  are  usually  based  on 
past  performances  or  some  kind  of  a  guess  made  by  the  foreman. 
All  of  these  methods  are  opposed  to  the  modern  trends  in  indus- 
try, and  are  thus  antagonistic  to  the  methods  that  have  been 
put  into  effect  in  connection  with  time-study  work. 

As  the  developing  of  the  piece-work  system  was  an  attempt 
to  improve  upon  day-work,  likewise  the  Taylor  differential 
piece-work,  task  and  bonus  and  premium  plans  were  evolved 
to  improve  upon  the  ordinary  piece-work  system.  Each  of 
these  is  described  in  the  latter  part  of  this  appendix  and  a  com- 
parative chart  shows  their  relationships. 

Time  study  is  not  only  the  sound  basis  for  setting  times  for  the 
accomplishment  of  a  task,  but  should  be  the  basis  for  setting 
the  recompense  as  well.  In  piece-work  systems,  this  relationship 
holds  true,  and  it  should  be  equally  true  in  all  just  bonus  and 
premium  plans  of  recompense  for  work  accomplishment.  Fur- 
thermore, as  recompense  should  be  commensurate  with  the 
service  rendered,  and  the  time  element  should  be  a  governing 
factor  in  both  rate  and  recompense  setting,  wage  payment 
systems  are  intimately  associated  with  all  proper  time  study  for 
rate  setting. 

In  an  address  before  the  National  Metal  Trades  Association  in 
New  York,  April  4,  1910,  Carl  G.  Earth  reiterated  forcibly  the 
need  for  equitable  and  just  rates  of  recompense  for  the  worker 
for  the  accomplishment  of  a  substantial  task,  and  for  the  ne- 
cessity of  the  assumption  by  the  management  of  full  responsi- 
bility for  all  conditions  affecting  the  comfort  and  convenience 
of  the  worker.  Mr.  Earth's  remarks  bear  repeating: 

"No  particular  mode  of  paying  workmen  can  alone  remove  the  distrust 
and  misunderstanding  between  employers  and  employees.  What  is  needed 
is  co-operation  between  them.  As  often  as  they  together  accomplish  a  sub- 
stantial task,  the  workman  should  be  given,  in  addition  to  his  regular  wages, 
a  fair  share  of  the  extra  profits.  Further  co-operation  means  that  the  em- 
ployer examines  into  everything  that  must  be  attended  to  before  the  employee 
can  actually  devote  himself  to  the  job  for  which  he  is  especially  fitted  and 
hired.  Perhaps  he  is  wasting  time  getting  material,  drawings  or  tools,  or 
there  is  something  the  matter  with  his  machine,  or  the  work  is  not  that  for 
which  it  is  best  fitted.  Even  a  first-class  mechanic  may  not  know  enough 
about  the  art  of  cutting  metals  to  select  the  most  economical  feed  and  speed 
for  his  work. 

There  is  no  end  to  the  things  that  are  part  of  the  business  of  a  manager 
to  look  after  carefully  and  systematically,  to  get  the  most  out  of  machines 
and  their  attendants,  and  make  the  latter  feel  that  their  comfort  and  ease  of 
mind  are  considered." 


—  335  — 

The  simplest  of  all  wage-payment  systems  is,  of  course,  the 
day-work  plan,  in  which  the  workers  are  divided  into  certain 
classes  and  a  definite  .rate  of  wage  paid  to  each  class.  As  prac- 
ticed in  the  industries,  the  classification  is,  perforce,  general  in 
the  extreme,  and  the  worker  is  not  paid  according  to  individual 
worth,  skill,  and  reliability. 

Differing  radically  from  the  day-work  plan  is  the  ordinary 
flat  piece-work  system.  Under  this,  labor  is  paid  a  fixed  rate 
for  all  work  actually  performed,  and  it  would  be  the  ideal  sys- 
tem of  wage  payment  were  the  rates  commensurate  with  the 
work  and  equitably  set  for  all  conditions.  Piece-work  is  far 
from  being  a  development  of  modern  times  and  was  probably 
a  fairer  and  more  just  basis  of  labor  recompense  in  the  earlier 
days  than  under  the  complex  industrial  activities  of  more  recent 
years.  In  the  old  days,  rates  of  recompense  were  set  by  fore- 
men who  had  themselves  performed  the  rated  tasks  on  the  same 
machines  and  in  the  same  manner  as  required  of  the  workers. 
Rates  were  set  by  men  who  knew  from  personal  experience  the 
difficulties  of  the  task,  who  trained  and  assisted  their  workers, 
and  who  knew  the  limitations  of  both  men  and  machines. 

As  industrial  establishments  became  more  complex,  as  new 
machinery  was  introduced  with  which  the  foremen  could  not 
be  so  familiar  from  personal  experience,  and  the  intimate  per- 
sonal contact  between  workers  and  instructors  was  lost,  rates 
were  guessed  at  or  arrived  at  from  insufficient,  and  not  infre- 
quently erroneous  data,  with  the  result  that  piece-work  rates 
in  many  instances  were  neither  just  nor  equitable.  Other  fac- 
tors also  adversely  influenced  the  situation. 

In  the  first  place,  if  labor  is  to  be  valued  in  direct  proportion 
to  its  productiveness,  as  under  any  piece-work  system  of  recom- 
pense, every  act  or  condition  in  any  way  tending  to  reduce  or 
delay  production  must  be  eliminated  as  far  as  possible.  The 
best  equipment  must  be  furnished  the  worker,  supplies  must  be 
on  hand  when  required,  and  no  factors  should  be  introduced 
that  will  interfere  with  his  productive  activity.  That  is,  all 
delays  of  any  kind  must  be  eliminated,  or,  at  least  their  occur- 
rence reduced  to  a  minimum,  and  the  worker  must  not  be  called 
upon  to  perform  any  act  that  will  consume  time  during  which 
he  might  otherwise  be  profitably  employed  at  his  specific  task. 
In  other  words,  if  the  worker  is  to  be  paid  for  only  the  work  he 
does,  he  should  be  provided  with  work  to  do  every  minute  he 
is  at  the  employer's  plant.  The  employer  has  no  right  to  the 
worker's  time  when  he  is  not  productively  employed  through 
managerial  failure  to  provide  work  and  facilities  for  performing 


-336  — 

it,  except  he  makes  a  suitable  recompense  for  the  loss  sustained, 
The  management  must  assume  its  full  responsibilities  if  the  basic 
justice  of  piece-work  recompense  is  to  be  realized. 

Even  in  a  plant  where  the  management  does  assume  its  proper 
responsibilities  of  providing  adequate  equipment  and  maintain- 
ing it  in  effective  operating  condition,  planning  the  work  and 
its  procedure,  instructing  the  workmen  in  methods  and  approved 
ways  of  doing  the  work,  providing  all  comforts  and  conveniences 
that  the  nature  of  the  work  will  allow,  and  in  general  relieving 
the  workmen  of  all  responsibility  for  acts  other  than  those  for 
which  he  was  engaged — even  in  such  a  plant  it  cannot  be  denied 
that  delays  to  the  smooth  progress  of  the  work  over  which  the 
workmen  have  little  or  no  control  are  liable  to  occur.  It  is 
the  function  of  proper  time  study  to  eliminate  such  delays  so 
far  as  possible  and  to  make  due  allowances  for  such  as  cannot 
be  entirely  eliminated. 

Both  the  day-work  plan  of  wage  payment  and  the  straight 
piece-work  system  based  on  past  performances  are  thus  open 
to  objections.  Yet  around  these  simple  basic  methods  of 
recompense  all  wage  systems  are  built  up,  for  either  the  worker 
is  paid  for  his  time,  for  the  amount  of  work  he  does  or  for  real- 
izing a  set  base  time. 

The  injustices  and  inequity  of  the  simple  systems  have  been 
eliminated  to  a  considerable  extent  in  some  of  the  more  ad- 
vanced wage-payment  systems  and  with  marked  progress  toward 
attaining  the  principal  objectives  of  both  employer  and  em- 
ployee— in  the  case  of  the  employer,  low  production  costs — 
for  the  worker,  high  wages. 

Quite  obviously  the  first  necessity  in  arriving  at  equitable 
rates  of  payment,  whether  they  be  for  day-work  or  piece-work, 
is  a  true  measure  of  the  work  to  be  performed,  and  for  such 
a  measure* to  be  accurate,  time  study  is  an  essential  factor.  Only 
by  time  study,1  meaning  time  study  in  its  broadest  and  most 
comprehensive  sense,  can  the  facts  be  established  which  guard 
against  the  cupidity  alike  of  employer  and  employee  in  arriving 
at  an  equitable  valuation  of  a  definite  task.  Time  study, 
properly  conducted,  establishes  not  only  the  net  time  any  piece 
of  work  should  take  under  ideal  conditions,  but,  by  adding  the 
allowances2  established  through  years  of  trial  and  error  applica- 
tion, sets  a_task  time  in  which  any  one  qualified  for  the  work 
should  be  able  to  perform  it  repeatedly  and  regularly,  by  fol- 
lowing the  definite  directions  given  on  the  instruction  cards 

1See  Chapter  I. 
2  See  Chapter  V. 


—  337- 
th  at  form  an  essential  element  in  the  practical  application  of 
time  study  to  rate  setting. 

A  .definite  task  rate  which  the  average  worker  can  equal  re- 
peatedly without  undue  fatigue  or  discomfort  is  only  arrived 
at  by  time  study,  this  being  the  "minimum  selected  time" 
plus  necessary  allowances. 

With  these  all  important  considerations  known — not  guessed 
at  or  estimated,  but  accurately  established — it  is  a  compara- 
tively simple  matter  to  place  an  equitable  labor  valuation  on 
the  work  to  be  done  and  adopt  a  system  of  wage  payment  suited 
to  the  conditions. 

The  rate  set  by  proper  time  study,  based  on  the  time  allowed 
for  the  completion  of  the  task,  is,  however,  considerably  greater 
than  the  productive  rate  that  the  average  worker  would  be 
able  to  establish  were  he  left  to  figure  out  by  himself  how  to 
perform  the  work,  what  tools  to  select,  what  machine  feeds  and 
speeds  to  employ  and  what  procedure  to  follow,  for  the  rate 
is  arrived  at  from  an  expert  investigation  of  tools,  methods, 
conditions  and  procedures,  and  the  proper  assistance  that  should 
be  rendered  to  the  operator.  In  short,  _the  task  time  is  set 
with  the  requirement  that  all  managerial  responsibilities  must 
be  fully  discharged  so  that  the  acts  that  the  worker  is  to  per- 
form are  but  those  for  which  he  is  particularly  suited  and  for 
which  he  is  hired.  The  worker  is  not  called  upon  to  do  any- 
thing which  had  not  been  considered  as  a  factor  in  determining 
the  task  time,  and  for  which  he  is  entitled  in  every  sense  to  be 
paid.  Proper  allowances  are  made  for  all  necessary  delays, 
fatigue,  and  the  like,  so  that  the  employer  is  assured  that  con- 
ditions are  favorable  and  equitable  for  steady  and  effective 
work  on  the  part  of  the  employee.  As  the  output  per  employee 
should  be  (and  in  practice  is)  considerably  higher  with  the  aid 
afforded  by  time  study  work,  and  the  worker  must  apply  him- 
self more  assiduously  to  his  task  and  so  more  effectively  than 
when  left  to  his  own  devices,  time  study  makes  possible  sub- 
stantial increases  in  the  amount  of  wages  earned  by  the  worker. 
At  the  same  time,  lower  production  costs  are  made  possible,  so 
that  differential  rates,  task  work,  and  the  payment  of  bonus 
or  premium  become  advisable  factors  in  the  introduction  of 
wage  payment  systems  where  time  studies  are  to  be  used  as  a 
basis  for  determining  equitable  and  just  rates. 

It  is  an  established  fact  that  to  secure  the  continued  interest 
and  application  of  a  worker  to  his  task,  and  to  impel  him  to 
expend  his  best  efforts,  some  incentive  is  necessary.  In  general, 
incentives  are  of  two  kinds,  the  financial  and  non-financial. 


—  338  — 

The  first  is  wages,  and  to  bring  out  the  active  co-operation  of 
the  worker  in  striving  to  reach  or  better  the  task  time  the  op- 
portunity must  be  presented  to  earn  more  than  the  previous 
prevailing  rate.  The  non-financial  incentive  may  take  the  form 
of  a  hope  of  promotion,  personal  or  departmental  rivalry,  an 
expression  of  the  creative  instinct — the  desire  to  make — or 
some  other  human  emotion.  It  must  be  confessed  that  this 
type  of  incentive  has  not  been  developed  to  a  great  extent  in 
industry,  so  in  the  case  of  most  workers  the  incentive  to  better 
and  greater  production  is  a  wage  increase,  for  by  the  money  so 
received  natural  desires,  both  material  and  intellectual,  can  be 
satisfied.  So  practical  considerations  dictate  that  the  incentive 
for  industrial  workers  should  take  the  form  of  bonus  or  premium 
based  on  the  worker's  regular  rate  of  pay,  whether  this  be  com- 
puted by  the  day  or  by  the  piece.  It  is  important  that  the  in- 
centive should  be  commensurate  to  the  effort  required  for  the 
accomplishment  of  the  set  task — neither  too  much  nor  too 
little.  Dr.  Frederick  W.  Taylor  found  that  to  secure  maximum 
output  quite  clear-cut  percentages,  depending  upon  the  char- 
acter of  the  work,  should.be  added  to  the  regular  rates  of  pay. 
He  recommended  wage  increases  as  follows: 

"For  ordinary  shop  work,  such  as  the  ordinary  kinds  of  routine  machine 
operations,  requiring  no  particular  mental  concentration,  close  application, 
skill  or  hard  work,  a  premium  or  bonus  of  30  per  cent,  of  the  regular  wages; 
for  ordinal y  day  labor  requiring  no  special  mental  effort  or  skill,  but  calling 
for  strength  and  bodily  exertion  producing  fatigue,  from  50  to  60  per  cent.; 
for  work  requiring  skill  or  considerable  mental  application  coupled  with 
close  application,  but  without  severe  bodily  exertion,  from  70  to  80  per  cent.; 
and  for  work  entailing  skill,  mental  concentration,  close  application,  strength 
and  severe  bodily  exertion,  an  increase  in  average  wage  of  from  80  to  100  per 
cent,  is  necessary  to  secure  maximum  production." 

Such  increases  in  pay  have  been  found  to  be  productive  of 
highly  beneficial  results  to  the  workers  affected.  Men  tend  to 
become  more  thrifty  when  they  receive  such  proper  recompense 
for'their  effective  day's  work,  live  rather  better,  save  money,  and 
work  more  steadily.  In  short,  they  more  fully  realize  the  value 
of  money.  On  the  other  hand,  larger  percentages,  resulting  in 
unduly  high  wages,  have  repeatedly  demonstrated  a  tendency 
to  make  many  workers  irregular  in  their  attendance  and,  fre- 
quently, more  or  less  shiftless,  extravagant  and,  sometimes, 
dissipated;  while  lower  percentages  do  not  prove  sufficient  in- 
centive for  workers — that  is,  a  large  proportion  of  our  industrial 
workers — to  do  their  best  over  any  continued  period. 

Doctor  Taylor  also  evolved  a  system  of  wage  payment  in 


-339  — 

which  incentives  in  the  form  of  increased  rates  for  the  accom- 
plishment of  measured  tasks  formed  the  basis  for  a  compre- 
hensive "differential"  piece-rate  system  of  recompense.  In 
fact,  the  Taylor  differential  piece-rate  system  was  the  first 
plan  to  ignore  all  records  of  past  experience  in  the  matter  of 
rates  of  production,  or  the  length  of  time  a  task  should  take, 
and  to  base  task  time  upon  time-study  deductions,  adding 
specific  instructions  as  to  how  the  task  should  be  performed 
as  an  aid  to  the  workman.  Approved  time-study  practice  by 
qualified  observers,  detailed  instructions  to  the  workman  and 
the  effective  co-operation  between  the  time-study  department 
and  the  workmen,  are  essential  for  the  successful  introduction 
of  the  Taylor  system  of  differential  wage  payment. 

A  definite  task  or  rate  of  work  is  established  by  time-study 
observations  in  the  Taylor  differential  piece-rate  system,  which 
can  be  steadily  performed,  without  undue  fatigue  or  discomfort, 
by  the  diligent  worker  who  follows  the  detailed  instructions 
furnished  on  the  instruction  card  for  the  task.  As  the  accom- 
plishment of  the  task  within  the  time  allowed  calls  for  interest 
and  application  on  the  part  of  the  worker,  a  substantial  premium 
is  paid  if  the  task  is  completed  in  the  time  allowed.  This  bonus 
establishes  what  is  termed  the  "high  rate,"  and  in  machine- 
shop  work  is  customarily  taken  as  33^  per  cent,  of  the  worker's 
base  rate.  So  the  worker  equalling  or  bettering  the  task  time 
is  paid  at  a  rate  of  one  and  one-third  times  his  regular  rate  of 
pay  for  all  such  effective  production.  The  "low  rate,"  which  is 
five-sixths  of  the  "high  rate"  of  pay,  or  83^3  per  cent,  of  the  rate 
which  the  worker  would  receive  for  straight  piece-work,  is 
imposed  only  when  the  worker,  through  lack  of  application  to 
his  work,  fails  to  equal  the  productive  rate  accurately  set  by 
time-study  investigations,  a  rate  which  is  proportioned  so  as 
to  be  within  the  ability  of  the  average  worker  to  equal  repeatedly 
without  undue  fatigue  or  discomfort. 

Under  the  Taylor  system  a  very  substantial  premium  is  paid 
for  the  accomplishment  of  a  task  within  a  time  limit,  making 
all  reasonable  allowances  for  delays,  etc.,  and  for  which  ex- 
plicit instructions  are  furnished,  by  which  the  worker  of  average 
ability  can  earn  the  premium  repeatedly  and  steadily.  The 
penalty  of  "low  rate"  is  imposed  only  for  lack  of  application  or 
failure  through  ignoring  instructions. 

Henry  L.  Gantt  devised  a  plan  of  recompense  not  dissimilar 
to  the  Taylor  system  in  that  a  substantial  premium  or  bonus  is 
paid  for  task  accomplishment,  but  different  in  that  no  "low 
rate"  or  penalty  is  imposed  for  failure  to  equal  the  set  produc- 


—  340  — 

tion  rate.  As  originally  introduced,  the  Gantt  system  consisted 
in  determining  a  task  time  by  time  study,  and  allowing  a  pro- 
portion of  such  time  as  a  bonus  if  the  rate  thus  established  was 
equalled  or  bettered.  Failure  to  make  the  set  rate  involved  no 
penalty,  however,  and  the  worker  received  his  regular  rate  of 
recompense,  but  without  the  bonus.  Later,  Mr.  Gantt  modified 
his  system  by  adding  a  fixed  amount  of  recompense  to  the 
regular  rate  for  the  task  whenever  the  work  was  completed  in, 
or  better  than,  task  time,  but,  as  under  his  original  plan,  no 
penalty  was  imposed  should  the  worker  fail  to  accomplish  his 
task  in  the  set  time,  other  than  the  sacrifice  of  the  bonus. 

Though  Doctor  Taylor  was  the  first  to  make  use  of  a  scien- 
tific system  of  recompense  in  connection  with  work  under  his 
direction,  it  was  F.  A.  Halsey  who  first  presented  to  industry 
in  general  a  wage  payment  system  intended  to  reward  a  worker 
for  unusual  application  to  his  work,  otherwise  than  by  straight 
piece-work.  Under  the  Halsey  plan  of  recompense  it  is  entirely 
optional  with  the  workman  whether  he  elects  to  work  on  the 
premium  plan  or  not,  for  his  regular  rate  of  pay  is  assured  in 
any  event.  The  plan  consists  in  setting  a  fixed  time  in  which 
to  complete  a  specific  piece  of  work,  and  for  each  hour  the 
workman  may  shorten  this  time  in  the  performance  of  the  work, 
he  is  paid  a  proportion  of  his  hourly  wage  as  a  premium.  That 
is,  if  the  incentive  is  set  at  33^3  per  cent. — the  value  selected 
by  Mr.  Halsey  when  he  devised  his  plan — and  the  set  time  for 
the  task  is  10  hours,  a  worker  who  completed  it  in  8  hours  would 
receive  pay  for  eight  hours  at  his  regular  rate,  and  additional 
pay  for  one-third  of  each  hour  saved  in  the  discharge  of  the 
work — that  is,  he  would  receive  pay  for  8%  hours  for  the  8 
hours  of  actual  work.  Should  the  same  rate  of  accomplishment 
be  continued  throughout  a  day  of  10  hours,  the  recompense 
received  by  the  worker  for  the  day's  work  would  be  equivalent 
to  the  pay  for  10%  hours  at  the  regular  rate.  Or  if  the  premium 
basis  had  been  set  at  50  per  cent,  the  application  of  the  worker 
would  have  earned  for  him  9  hours  pay  for  the  8  hours  and  a 
recompense  of  11^4  hours  for  the  day  of  10  hours. 

At  the  time  the  Halsey  premium  plan  was  first  introduced, 
Mr.  Halsey  was  not  aware  that  time  study  had  been  used  as  a 
basis  for  the  rate  setting,  so  his  set  time  for  the  task  was  arrived 
at  from  records  of  past  accomplishment  or  previous  experience. 
However,  the  Halsey  plan  adapts  itself  to  the  refinements  of 
time-study  deductions,  but  when  setting  a  premium  time  from 
a  time  study  it  is  always  desirable  that  when  the  task  time  is 
equalled  the  excess  earnings  be  a  predetermined  amount.  If 


—  341  — 

the  proper  incentive  is  set  at  33%  per  cent,  of  the  regular  rate 
of  pay,  and  the  worker  is  to  receive  full  pay  for  half  of  all  the  time 
he  may  save  in  completing  his  task — i.  e.,  full  pay  for  half  the 
difference  between  the  set  task  time  and  the  time  actually 
taken  to  complete  the  task — it  becomes  necessary  to  increase 
the  task  time  by  66%  per  cent,  to  arrive  at  a  basis  for  figuring 
the  premium  earned  for  task  accomplishment  in  task  time.  For 
example,  if  the  task  time  determined  by  time  study  be  nine 
hours,  66%  per  cent.,  or  six  hours,  is  added,  making  the  time 
basis  15  hours.  Then,  if  the  task  should  be  completed  in  9 
hours — the  task  time — the  time  saved  would  be  computed  as 
6  hours  and  the  worker  would  receive  straight  pay  for  9  hours 
and  a  premium  or  bonus  equivalent  to  full  pay  for  3  hours, 
making  his  total  recompense  equal  to  straight  wages  for  12 
hours  work.  That  is,  for  having  accomplished  the  task  in  the 
time  set — 9  hours — he  would  earn  the  proper  incentive  based 
on  33%  per  cent,  of  the  regular  rate  of  pay. 

Under  the  Halsey  plan,  the  workman  is  assured  of  his  regular 
day  wage,  even  if  he  should  not  succeed  in  completing  his  work 
within  the  time  set,  and  may  make  a  substantial  premium  in 
addition  by  making  the  set  rate.  It  is  a  simple  method  of 
recompensing  workmen  for  all  unusual  accomplishment  and 
is  generally  considered  as  fair  by  the  workers  as  well  as  by  the 
employer. 

Another  premium  plan,  one  that  has  met  with  considerable 
favor  in  Great  Britain,  was  introduced  by  James  Rowan,  of 
Glasgow,  Scotland.  Under  the  Rowan  plan,  which  is  in  reality 
a  modification  of  the  Halsey  plan,  a  task  time  is  set  and  for  bet- 
terment of  this  time  the  regular  day  rate  of  the  worker  is  in- 
creased by  a  percentage  computed  as  the  ratio  of  the  time  saved 
to  the  time  allowed  for  the  task.  The  relationship  of  this  plan 
with  others  is  shown  on  the  diagram  of  Fig.  135  of  this  appendix. 

With  the  idea  of  improving  on  the  Halsey  and  Rowan 
premium  plans,  Carl  G.  Barth  developed  a  premium  system 
for  which  there  is  a  simple  and  convenient  mathematical  ex- 
pression. Under  this  system  the  total  earnings  in  hours  equal 
the  square  root  of  the  product  obtained  by  multiplying  to- 
gether the  total  time  allowance  and  the  total  time  taken. 
This  plan  has  the  advantage  that  it  is  readily  interpreted  by 
means  of  a  very  simple  slide  rule. 

The  full  significance  of  Mr.  Barth's  premium  plan,  as  com- 
pared to  the  Halsey  and  Rowan  plans,  is  clearly  shown  in 
Fig.  135.  In1  his  address  before  the  New  York  Metal  Trades 
Association  in  New  York,  April  4,  1910,  from  which  a  quota- 


—  342  — 

tion  appears  on  page  334,  there  was  presented  a  diagram  com- 
paring the  several  wage-payment  systems  that  have  become 
more  or  less  prominent.  This  diagram  is  reproduced  as  Fig.  135. 


Premium  Hours  Earned  in  FterCentof  Hours  Worked. 
JQOJXL&O  70    60    50     40      30       20  10  _D 


I         2        3        4         5        6        7         8        9        10        II       12        13       14       15 


FIG.   135. — GRAPHIC   DEPICTION   OF  WAGE    PAYMENT   SYSTEMS 

No  better  comparison  of  the  five  systems  under  discussion  can 
be  given  than  this  one  that  brings  out  their  features  in  graphic 
form. 

Herewith  are  the  various  mathematical  expressions  covering 
the  premium  plans  just  described. 


Halsey  plans: 
T  + 


2 

T  +  t 


,  where  one-half  of  the  time  saved  is  allowed. 
,  where  one-third  of  the  time  saved  is  allowed. 


—  343  — 

Rowan    plan  : 


Earth  plan: 


TP  =\/T   X  t 

Where: 

Tp  =  total  earnings  in  hours  at  regular  day  rate. 
T   =  total  time  allowed  by  time  study. 
t   =  total  time  taken  by  operator. 

The  curves  of  Fig.  135,  depicting  the  various  plans,  are  based 
on  the  assumption  that  the  task  time  in  every  case  is  10  hours 
and  that  the  rate  of  pay,  when  production  equals  the  task  rate, 
is  the  same  as  the  Taylor  differential  high  rate.  These  are: 
For  the  Halsey  premium  plan  (one-third  of  the  time  saved) 
curve  E-F-D;  Halsey  premium  plan  (half  of  the  time  saved) 
curve  G-F-H;  Taylor  high  rate;  curve  M-F;  Taylor  low  rate, 
when  the  task  is  not  equalled,  curve  N-P;  Gantt's  original  fixed 
bonus,  curve  S-F-R-D;  Gantt's  modified  bonus  M-F-R-D; 
Rowan  premium,  curve  A-F-K-L;  and  Barth  premium,  A-F-Q. 
The  diagonal  line  A-R-D  indicates  earnings  at  regular  day 
wages.  The  Taylor  differential  piece-rate  system  and  the  Gantt 
modified  task  and  bonus  plan  offer  a  greater  incentive  for  ob- 
taining high  production  than  any  of  the  other  schemes.  But 
the  Gantt  plan  and  all  the  others  except  the  Taylor  differential 
guarantee  the  workman  his  regular  rate  of  pay  even  though  he 
does  not  succeed  in  performing  his  work  in  task  time. 

A  requisite  for  the  setting  of  rates  under  a  piece-work  plan 
is  the  classification  of  various  kinds  of  work  according  to  the 
experience  necessary  for  its  performance,  the  skill  or  physical 
exertion  required,  the  hazard  or  discomfort  of  the  work,  work- 
ing conditions  and  other  modifying  factors.  This  classification 
takes  the  form  of  an  hourly  rate  valuation,  and  corresponds 
to  the  hourly  day  rating.  It  is  known  as  the_base_rate  and  ap- 
pears as  one  of  the  factors  necessary  in  establishing  and  oper- 
ating a  piece-work  system.  The  management  exercises  the 
same  control  of  these  base  rates  that  it  does  of  day  rates. 
The  time  study  department  determines  the  task  times  and  .with 
the  base  rates,  fixes  the  rate  per  unit.  This  process  is  parallel 
with  the  setting  of  the  day  rates  which  are  necessary  in  day 
rate,  premium  and  bonus  plans.  But  it  must  be  clearly  under- 
stood that  these  base  rates  apply  only  to  piece-work  plans. 

An  example  of  piece-rate  classification  follows: 


Class 

Drilling  small 
parts. 
A 

B 


C 
D 

Drop  forging. 
A 


—  344  — 

Operation 

Drilling,  countersinking,  counter- 
boring,  gage  and  sensitive  drilling. 

Drilling  clearance  holes  where  work- 
ing holes  are  drilled  before  machin- 
ing and  centering 

Boring  and  counterskinking 

Boys'  work 


Base  Rate 
per  Hour 

$0.33 


0.30 
0.27 
0.21 


Heavy  parts  (weighing  approxi- 
mately 15  pounds  each)  where  skill 
is  required  to  hold  the  part  to  size.  0.48 

B  Light  parts  (weighing  approximate- 
ly 8  pounds  each)  where  skill  is  re- 
quired to  hold  parts  to  size 0 . 42 

C  Heavy  parts  (weighing  approxi- 
mately 15  pounds  each)  where  there 
is  no  necessity  for  close  sizing 0 . 39 

D  Light  parts  (weighing  approximate- 
ly 8  pounds  each)  where  there  is  no 
necessity  for  close  sizing 0 . 36 

Power  milling. 

A  Split  milling,  octagon  milling,  and 
splining  milling,  where  reliance  is 
placed  on  the  operator's  skill  to  pro- 
auce  good  work 0 . 30 

B  Work  where  the  piece  is  located  by 
mechanical  means,  as  pins,  set- 
blocks,  and  the  like 0.27 

Hand  Milling. 

A  Work  where  there  are  delicate  cuts, 

or  cuts  requiring  gaging 0.30 

B  Clearance  cuts  only 0 . 24 

C  Boys'  work 0 . 18 

Press  work. 

A  Work  where  the  operator  sets  up 

his  own  dies 0 . 27 

B  Work  where  the  dies  are  set  for  the 

operator . 0 . 24 

Splining. 

A  Work  where  reliance  is  placed  upon 
the  operator's  skill  to  obtain  proper 
gage  fits 0.30 

B  Work  that  is  located  by  mechanical 

means,  such  as  pins,  set  blocks,  and 
the  like..  0.27 


Task  Earnings 

per  Hour 

Should  Be 


$0.44 

0.40 
0.36 
0.28 

0.80 
0.70 
0.65 
0.60 

0.40 
0.36 

0.40 
0.32 
0.24 

0.36 
0.32 

0.40 
0.36 


It  will  be  noticed  in  the  preceding  tabulation  that  the  in- 
ducement on  the  drilling,  milling,  splining,  and  presswork 
operations  is  33%  per  cent.,  while  on  the  forging  operations, 
where  skill,  physical  strength  and  discomfort  from  heat  and 
gases  must  be  endured,  the  inducement  is  set  at  66%  per  cent. 


—  345  — 

Let  us  turn  now  to  the  direct  bearing  that  several  plans  of 
wage  payment  have  in  connection  with  time  study  in  its  appli- 
cation to  task  and  rate  setting.  Those  that  need  to  be  consid- 
ered are  day  work,  straight  piece-work,  the  Taylor  differential 
piece-work,  Gantt  modified  task  and  bonus  and  the  Halsey 
premium  plans.  To  illustrate  the  application  of  these  in  a 
clear  manner  let  us  take  as  our  example  the  drilling  of  a  machine 
part  the  task  time  for  which  has  been  determined  by  time 
study  to  be  3  minutes. 

Day-work  plan: 

Task  time,  per  piece,  3  minutes. 
Task  production,  per  hour,  20  pieces. 

Close  supervision  and  personal  interest  on  the  part  of  the 
worker  would  be.  necessary  to  maintain  this  production,  as 
under  the  day-work  plan  the  preparation  work  is  not,  in  general, 
looked  •  after  by  the  management  and  the  workman  is  left  to 
his  own  initiative  in  determining  the  methods  to  be  followed. 

Straight  piece-work  plan: 

Task  time,  per  piece,  3  minutes. 
Task  production,  per  hour,  20  pieces. 

If  we  assume  that  the  work  belongs  in  Class  A  drilling, 
as  defined  above  with  a  33)^  per  cent,  inducement,  the  piece 
rate  would  be  $0.33  per  hour,  and  the  price  per  piece  would  be: 

3 

7—   X  0.33    X    1-33    =  $0.0222. 

The  three  factors  in  this  multiplication  are,  first,  the  number 
of  hours  required  per  piece  (3  minutes  divided  by  60  minutes), 
second,  the  base  rate  per  hour  and,  third,  the  unit  payment 
plus  the  inducement  factor,  or  1.33. 

Taylor  differential  piece-work  plan: 
Task  time,  per  piece,  3  minutes. 
Task  production,  per  hour,  20  pieces. 

Let  us  assume  that  the  base  rate  and  the  inducement  are 
the  same  as  in  the  straight  piece-work  plan  above.  Then  for 
the  Taylor  higher  rate  the  price  per  piece  would  be: 

^X  0.33  X  1.33   =  $0.0222. 

This  applies  when  the  task  time  is  equalled  or  better. 
For  the  Taylor  low  rate  the  price  per  piece  would  be: 

~  X  0.33  X  1.33  X  5/6  =  $0.0185. 

This  applies  when  the  time  taken  is  longer  than  the  task  time 


—  346- 

of  3  minutes,  and  involves  the  penalty  represented  by  the 
factor  5/6,  or  a  lower  rate  per  piece. 

Gantt  modified  bonus  plan: 

Task  time,  per  piece,  3  minutes. 
Task  production,  per  hour,  20  pieces. 

Let  us  assume  that  the  hourly  rate  of  the  worker  is  the  same 
as  the  base  rate  and  trie  inducement  is  the  same  as  used  in  the 
preceding  examples. 

Then,  if  the  task  time  of  3  minutes  is  equalled  or  bettered, 
the  worker  is  allowed  4  minutes  pay  for  each  piece;  that  is,  an 
increase  of  33%  per  cent.  If,  however,  the  time  taken  is  longer 
than  the  task  time  the  worker  is  paid  at  the  day  rate  only. 

Halsey  premium  plan: 

Task  time,  per  piece,  3  minutes. 
Task  production,  per  hour,  20  pieces. 

Let  us  assume  that  the  day  rate  is  the  same  as  the  base  rate 
in  the  preceding  examples,  and  that  the  inducement  is  likewise 
33M  Per  cent.  To  the  task  time  of  3  minutes  is  added  66% 
per  cent.,  giving  a  total  of  5  minutes,  which  is  called  the  time 
basis. 

This  method  gives  the  worker  a  premium  consisting  of  one 
half  of  the  time  saved  for  every  piece  that  is  performed  in  a 
shorter  period  of  time  than  the  time  basis,  which  in  this  example 
is  5  minutes.  This  premium  time  is  added  to  the  actual  time 
taken.  When  the  task  time  is  just  equalled  the  worker's  earn- 
ings under  this  plan  are  the  same  as  in  the  previously  described 
plans,  for  the  increase  is  one  half  of  the  addition  of  66%  per 
cent.,  or  33%  per  cent. 

It  will  be  noted  in  all  these  examples  that  when  the  task  time 
is  just  equalled  the  earnings  are  identical. 

tj.  During  times  of  unusual  labor  conditions  when  wages   are 

rising  rapidly,  as  during  the  years  1917-18,  it  is  necessary 
to  make  use  of  some  expedient  for  increasing  the  earnings  of 
workers,  but  without  disturbing  either  the  base  rates  or  the 
percentages  of  inducement.  To  meet  this  situation  the  author 
developed  a  system  of  wage  payment  by  means  of  which  differ- 
ential bonuses  are  applied  to  time-studied  piece-work  rates. 
This  method  of  raising  wages  is  particularly  efficacious,  for, 
by  offering  an  unusual  opportunity  for  earning  a  high  rate  of 
pay  for  close  attention  to  the  task  the  dropping  of  production 
which  usually  follows  any  sudden  rise  in  wages — especially 
if  the  sudden  increase  has  been  substantial — may  be  arrested, 
in  fact  production  may  be  increased.  This  plan  was  introduced 


—  347  — 

in  one  of  the  large  plants  of  the  country  making  munitions  in 
those  departments  where  the  work  had  been  time  studied. 
The  differential  bonus  was  20  per  cent,  for  task  attainment, 
and  10  per  cent,  for  an  accomplishment  between  five-sixths  of 
the  set  task  and  the  task  itself.  That  is,  the  worker  accom- 
plishing the  measured  task  within  the  time  allowance  earns  a 
bonus  of  20  per  cent,  added  to  his  regular  piece-work  earnings, 
while  the  worker  accomplishing  from  five-sixths  up  to  the  full 
task  in  the  time  allowed  for  the  task  receives  a  bonus  of  10  per 
cent,  of  his  regular  piece-work  earnings.  Failure  to  accomplish 
at  least  five-sixths  of  the  task  in  task  time  penalizes  the  worker 
in  that  he  receives  but  the  regular  piece-work  rate  for  his  ac- 
complishment. These  specific  differential  bonuses  applied  to 
straight  or  flat  piece-work  rates  are  graphically  shown  in  Fig.  136. 


120 
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FIG.  136. — DIFFERENTIAL  BONUS  APPLIED  TO  FLAT  PIECE-WORK 


The  appeal  of  the  differential  bonus  is  marked  in  this  system, 
as  is  forcibly  demonstrated  by  the  graphs  depicting  the  result 
of  introducing  the  differential  bonus  in  a  department  employ- 
ing about  150  girls  on  an  operation  conducted  on  a  piece-work 
basis.  The  curves  indicate  the  number  of  girls  who  worked 
the  full  time  of  10  hours  per  day  before  and  after  the  introduc- 
tion of  the  bonuses,  and  their  proportional  accomplishments  per 
lo-hour  day  in  per  cent.  Curves  b  and  a  show  the  number  of 
girls  working  full  time  and  their  earnings  per  lo-hour  day,  as 
indicated  by  their  respective  percentages  of  task  accomplish- 


—  348  — 

ment,  for  the  week  immediately  before  the  introduction  of  the 
bonuses  and  for  the  preceding  week,  respectively.  Graphs  c 
and  d  show  the  records  for  the  week  following  the  introduction 
of  the  inducements  and  for  the  succeeding  week.  Not  only 
did  the  appeal  of  the  bonus  cause  many  more  girls  to  work 
regularly,  but  a  very  much  larger  proportion  of  the  steady 
workers  attained  a  production  of  100  per  cent,  (the  accomplish- 
ment of  the  work  in  task  time)  or  better.  A  bonus  of  20  per 
cent,  of  their  piece-work  pay  was  earned.  About  twice  as  many 
girls  were  able  to  reach  an  accomplishment  of  83}^  per  cent, 
(five-sixths  of  the  set  task  rate)  when  an  inducement  of  10 
per  cent,  over  regular  piece-work  rates  was  offered.  Even  in 
the  case  of  the  laggards,  whose  accomplishments  were  below 
rates  of  70  or  75  per  cent.,  the  number  with  such  poor  records 
was  materially  reduced  just  as  soon  as  the  bonuses  were  intro- 
duced. In  short,  the  appeal  of  the  differential  form  of  bonus 
applied  to  a  flat  piece-work  system  materially  increased  the 
productiveness  of  the  workers. 


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0        10      20     30      40      50     60      70      80     90      100    HO      120     130 
PerCen-V  Accompli&hmenf  per  Ten-hour  Day 

FIG.    137. — EFFECT    OF    DIFFERENTIAL    BONUS    ON    PRODUCTION 

The  success  of  these  various  systems  of  promoting  production 
by  the  expedient  and  equitable  procedure  of  paying  the  worker 
a  share  of  the  gains  realized  from  his  more  effective  application 
to  his  work  is,  quite  naturally,  further  assured  if  the  worker 
has  the  interested  co-operation  of  such  indirect  producers  as 
the  adjusters,  tool  setters,  instructors  and  overseers.  These 
workers  have  it  in  their  power  to  be  of  considerable  assistance 
to  the  actual  producers,  the  workers,  by  constructive  advice, 
helpful  criticism,  and  the  smoothing  out  of  the  minor  delays 


—  349  — 

and  inconveniences  that  never  can  be  entirely  eliminated.  In 
establishments  where  parts  are  made  in  quantities,  these  super- 
visors usually  look  after  from  10  to  30  machines  or  operators, 
naturally  their  responsibilities  are  more  or  less  divided  and  there 
is  little  likelihood  of  their  duties  becoming  purely  routine  in 
nature.  For  these  reasons  it  is  neither  advisable  nor  fair  to 
put  them  on  a  piece-work  rate  basis  of  payment,  dependent 
upon  the  production  of  the  group  they  supervise,  for  it  is  just 
as  probable  that  the  group  contains  some  inexperienced  oper- 
ators as  that  it  includes  some  highly  experienced  ones — a  con- 
dition over  which  the  supervisors  cannot  be  expected  to  exer- 
cise more  than  nominal  control.  The  supervisor  can  and  should 
raise  the  group  production,  but  should  not  be  expected  to  raise 
the  standard  of  the  least  experienced  workers  to  the  mean 
group  productiveness,  nor  to  keep  the  group  output  up  to  the 
rate  set  by  the  most  skillful  operator. 

The  group  supervisors  are  recruited  from  the  ranks  of  the 
operators  and  are  rightfully  entitled  to  a  somewhat  higher  rate 
of  pay  than  that  of  the  class  from  which  they  have  been  pro- 
moted, else  there  would  be  no  incentive  for  an  operator  to 
strive  to  become  supervisor.  If  the  operators  are  on  piece  work, 
as  they  frequently  are,  and  the  supervisors  should  be  dependent 
upon  group  productiveness  for  their  rate  of  recompense,  it 
would  be  quite  possible  for  the  more  skilled  operators  to  earn 
more  than  the  supervisors,  as  the  supervisor's  rate  should  not 
be  much  greater  than  that  of  the  operators.  Paying  the  worker 
more  than  his  supervisor  would  be  detrimental  to  the  effective 
development  of  the  plant  organization,  for  the  more  skillful 
operators  would  have  no  tangible  incentive  to  qualify  for  posi- 
tions of  supervision.  On  the  other  hand,  if  the  supervisors  are 
paid  at  day  rates,  equitably  proportioned  to  the  earning  capacity 
of  the  group,  while  the  operators  work  on  piece  rates,  there  is 
no  particular  incentive  for  the  supervisors  to  strive  to  main- 
tain high  group  production. 

To  meet  this  situation  a  piece-work  bonus  plan  in  addition 
to  a  day-work  guarantee  has  been  evolved  as  an  incentive  for 
the  supervisor  to  strive  for  group  productiveness  where  the 
operators  are  working  on  piece  rates.  The  supervisor  is  paid 
a  regular  hourly  wage  and  in  addition  a  proportional  bonus 
for  each  machine  in  his  charge  that  attains  a  bonus-earning 
production. 

To  show  more  specifically  the  method  used  in  applying  and 
computing  the  bonus  for  machine  adjusters  or  supervisors  the 
following  example  is  worked  out: 


—  350  — 

Let  the  base  rate  per  hour  for  the  machine  adjuster  equal  a, 
and  let  the  number  of  machines  over  which  he  has  charge  equal 

n.    Then  he  has  a  base  rate  per  machine  equal  to-.    Whenever 

one  of  his  machine  operators  produces  the  task  number  of  pieces 
per  hour,  N,  the  adjuster  is  paid  J/£  of  his  individual  base  rate, 

-,  or  a  rate  of  —  per  machine,  or  — —  per  piece.     This   bonus 
n  3?z  r  -$nN  * 

will  become  proportionally  greater  for  the  performance  of  an 
operator  who  turns  out  more  than  N  pieces  per  hour. 

If,  however,  the  operator  turns  out  less  than  N  pieces  per 

hour  a  bonus  of  5/6  of  the  above  piece-work  bonus  of  — — ,  or 

5   -r,  is  to  be  paid  to  the  adjuster  down  to  the  lower  limit  of 

iSnN 

5/6A"  pieces.    Below  this  limit  no  bonus  is  paid. 

Let  us  assume  that  the  task  number  of  pieces  for  a  machine 
is  4,540  per  hour,  and  that  the  adjuster's  base  rate  is  $0.36  per 
hour  when  he  attends  to  four  machines.  Then  his  bonus  per 
hour  will  be  as  follows  under  three  assumed  conditions  of  output : 

1.  When  5,000  pieces  are  produced  per  hour. 

2.  When  4,000  pieces  are  produced  per  hour. 

3.  When  3,600  pieces  are  produced  per  hour. 

(Note  that  the  last  two  rates  of  production  are  smaller  than 
the  set  task.) 

The  bonus  rates  are  as  follows  for  the  three  conditions: 

1.      a  0.36  0.03 


3nN        3   X  4   X  4,540        4,540 
Hence  the  total  bonus  per  hour  =  0-03  X  5,000  =  0.033  cents 

4jO4:U 

2.  The  total  bonus  per  hour  =  ^^  *  *  ^>0°°  =  0.0219  cents 

O     A.    TtjOrtU 

3.  As  5/6  of  4,540  =  3,780,  and  as  a  production  of  3,600  is  lower  than  this 
lower  limit,  no  bonus  is  to  be  paid  in  this  case. 

The  foregoing  method  of  paying  a  bonus  to  machine  super- 
visors is  more  adaptable  to  those  cases  where  the  product  runs 
the  same  from  day  to  day.  Where  either  operators  or  product 
change,  a  modified  plan  will  be  found  easier  to  handle  from  a 
payroll  point  of  view. 

This  modified  plan  is  to  multiply  the  number  of  machines 
by  the  number  of  working  hours  in  the  standard  day,  and 
arbitrarily  to  set  a  certain  proportion  of  the  machine-hour 


—  351  — 

product — usually  60  per  cent. — as  marking  task  attainment 
for  the  group  of  machines.  By  equalling  or  exceeding  this  task 
a  bonus  is  earned,  and  for  failure  to  maintain  such  a  number  of 
productive  hours  for  the  group  the  adjuster  is  penalized  by 
loss  of  bonus.  Under  this  plan,  it  is  to  the  adjuster's  interest 
to  keep  his  machines  productively  occupied  and  the  operatives 
under  his  supervision  on  a  piece-work  basis.  On  the  other  hand, 
it  is  to  the  worker's  interest,  just  as  soon  as  he  fails  to  make 
more  money  on  piece  work  than  he  could  on  day  work,  on  ac- 
count of  failure  on  the  part  of  the  adjuster  to  keep  his  machine 
in  effective  operating  condition,  or  because  of  any  delay  for 
which  the  adjuster  may  be  responsible,  to  be  asked  to  be  trans- 
ferred to  day  work.  Such  a  transfer  represents  to  the  adjuster 
a  net  loss  of  so  many  possible  machine-hours,  and  consequently 
makes  it  much  more  difficult  for  him  to  earn  a  bonus.  Even 
should  he  be  able  to  keep  all  the  remaining  machines  produc- 
tively occupied  without  interruptions  and  with  enough  opera- 
tors on  piece  work  for  the  piece-work  machine  hours  to  equal 
or  exceed  the  required  task  attainment  of  the  group,  he  loses 
a  substantial  share  of  his  bonus  by  the  loss  of  the  machine- 
hour  performance  of  the  operator  transferred  to  day  work. 
However,  so  long  as  the  adjuster  succeeds  in  keeping  the  various 
machines  in  good  operating  condition,  etc.,  their  operators  elect 
to  work  on  a  piece  rate,  as,  by  so  doing  they  earn  more  than 
on  day  work. 

To  show  this  modified  method  of  bonus  payment  in  as  clear 
a  manner  'as  possible  the  following  paragraphs  present  an 
algebraic  explanation  and  a  worked-out  example: 

Let  us  assume  that  the  base  rate  for  a  machine  adjuster  is 
a  and  that  he  is  paid  a  bonus  eoual  to  ^3  of  this  base  rate,  or 

-  per  hour. 

If  h  represents  the  standard  number  of  shop  hours  worked 
per  day,  then  the  bonus  per  day  is  equal  to  - 

As  previously  stated,  60  per  cent,  of  the  machine  hours  is 
taken  as  the  number  below  which  no  bonus  is  to  be  paid.  This 
is  represented  by  0.6  n  h.  The  remainder,  0.4  nh,  is  the 
amount  for  which  bonus  is  paid.  So  the  bonus  rate  for  excess 

hours  would  be   —  X  r,  which  equals   . 

3         0.4  n  h  i  .2  n 

For  convenience  in  figuring  this  production-hour  bonus,  and 


to  allow  an  opportunity  to  figure  the  earnings  when  the  adjuster 
works  only  part  time,  the  following  method  is  shown: 

Let  t  =  total  group  hours. 
k  =  bonus  factor  =  0.6  n. 
w  =  hours  worked  by  the  adjuster. 
e  =  bonus  hours  earned. 
h  =  standard  shop  hours. 
n  =  number  of  machines  under  the  adjuster's  charge. 

The  excess  hours  for  which  the  adjuster  is  to  be  paid  his 
bonus  would  be  t  -  kh. 

In  order  that  the  adjuster  shall  be  paid  only  for  his  portion 

of  the  total  number  of  hours  the  formula  becomes:  1 1  —  kh\-~ 

That  is,  ( -  —  k\  w  =  e. 

Example: 

Let  us  assume  that  the  adjuster  is  assigned  to  twelve  ma- 
chines and  that  his  bonus  rate  is  $0.36  per  hour.  Then  it  is 
necessary  to  ascertain: 

1.  His  bonus  rate  per  hour. 

2.  His  bonus  factor  k. 

3.  His  bonus  earnings  for  a  day  if  the  total  active  bonus  hours  were  85,  the 
standard  number  of  shop  hours  8,  and  the  number  of  hours  worked  by  the 
adjuster  8. 

To  perform  these  calculations: 

1.  His  bonus  rate  is  JL.   .   -»|«-    -  0.025. 

2.  His  bonus  factor  is  0.6n   =  0.6  X  12  =  7. 

3.  His  bonus  hours  =  (-J-    -    k )   w   =  (^|  -  7.2 J  8  =  27.5. 

So  his  bonus  earnings  would  be  27.5  X  0.025  =  $0.69.  This  sum  is  in  excess  of 
his  regular  day  rate. 

The  two  preceding  plans,  where  an  indirect  producer  works 
as  an  overseer,  are  not  applicable,  however,  to  indirect  pro- 
ducers who  are  directing  workers  under  the  Halsey  or  any 
similar  premium  plan.  Overseers  or  gang  foremen  who  direct 
premium  workers  are  naturally  dissatisfied  if  the  earnings  of 
the  more  skillful  and  industrious  men  under  their  control  ex- 
ceed their  own.  As  the  industrious  worker  can  frequently 
earn  an  average  of  35  per  cent,  or  even  more  of  his  standard 
day  rate  when  working  under  the  Halsey  premium  plan,  to 
give  the  gang  foreman  a  sum  20  per  cent,  greater,  which  is 
about  the  recognized  difference  in  pay  between  workers  and 


—  353  — 

their  foremen,  the  day  rate  for  the  gang  foreman  would  have 
to  be  about  55  per  cent,  higher  than  that  of  the  worker.  Such 
a  high  rate  would  be  in  excess  of  that  usually  paid  to  any  one 
other  than  an  exceptional  foreman.  So  it  is  advisable  to  put 
into  effect  a  bonus  plan  by  means  of  which  the  gang  foreman 
directing  premium  workers  can  earn  more  than  the  men  under 
their  charge,  despite  a  day  rate  lower  than  the  average  earnings 
of  their  better  men. 

The  author  has  installed  a  bonus  plan  of  this  character,  by  ^^^ 
means  of  which  the  gang  foremen  are  paid  their  bonus  in  the 
form  of  a  percentage  of  their  regular  day's  pay.  This  percentage 
is  equal  to  the  total  time  allowed  the  group  in  man  hours  in 
which  to  complete  the  task,  minus  the  group  premium  time, 
actually  employed  on  the  tasks,  divided  by  twice  the  number 
of  total  hours  for  the  group,  counting  both  day  work  and 
premium  hours.  The  incentive  of  this  plan  is  for  the  group 
foreman  to  keep  as  many  of  his  workers  as  possible  on  premium 
time  and  earning  as  high  premium  as  possible. 

Following  the  method  previously  used,  an  algebraic  explan- 
ation of  this  method  of  paying  bonus  and  an  illustrative  ex- 
ample are  given: 

Let  T=  the  total  time  basis  for  the  group. 

Let  t  =  the  total  elapsed  premium  time  for  the  group. 

Let  G  =  the  total  elapsed  hours  worked  by  the  men  in  the  group,  including  both 

premium  and  day  work. 
Then  T  -  t  =  the  time  saved. 

T    —  t 
And     — — —    =  the  average  bonus  percentage  earned  by  the  group. 

And     p  =  the  percentage  of  premium  hours  worked  by  the  group. 

T  —  t 
Let  M  =  the  percentage  of  bonus  =        ~  . 

Let  L  =  total  number  of  hours  worked  by  the  overseer  during  the  bonus  period,. 

usually  taken  as  one  week. 

Then  M  X  L  =  N  =  the  number  of  bonus  hours  for  the  overseer. 
Let  R   =  the  overseer's  day  rate. 
Then  N  X  R  =  the  amount  of  overseer's  bonus. 

Example: 

To  work  out  an  illustrative  example,  let  the  total  time  basis 
for  the  group  for  the  week  be  1,190  hours;  the  total  elapsed 
premium  time  for  the  week,  830  hours;  the  total  elapsed  time 
of  all  the  men,  including  the  day  workers,  950  hours;  and  the 
total  number  of  hours  put  in  by  the  overseer  for  the  week,  45, 
hours. 

Then  calculations  must  be  made  to  supply  the  following 
figures: 


—  354  — 

1.  What  is  the  average  percentage  of  bonus  earned  by  the  group? 

2.  What  is  the  percentage  of  premium  hours  worked  by  the  group? 

3.  What  is  the  percentage  of  bonus  to  be  paid  to  the  overseer? 

4.  What  is  the  number  of  bonus  hours  on  which  bonus  is  to  be  paid  to  the 
overseer? 

T  -  t        1,190  -  830 
l'     ~2T  2   X  830       =21. 7  per  cent. 

2-     i    =  |5  =  87.5  per  cent. 

T  -  t        1,190  -  830 
3'     ~W~=      2X950      -    19  P^  cent. 

4.  M  X  L  =  0.19  X  45  =  8.5  hours. 


INDEX 


ABNORMAL  VALUES,  Striking  out,  12. 
Additional  operators,  57. 
Allowance,  16. 

Flat  Shop,  1 6. 

Handling  time,  customary,  163. 

Preparation  time,  16. 

Time,  14. 

Variation,  65. 
Allowance  Curves,  15. 

Drop  Forging,  268. 

Formula  for  series  of  Time,  64. 

Plotting,  60-64. 

Use  of  Time,  64,  65. 
Allowance    formula,    Carl    G.    Earth's 

original,  60. 
Allowances,  delay,  Averaging,  49. 

Establishing,  53. 

Allowances,  Time,  Determining,  54. 
Analysis  of  delays,  in  Time  Study  on 
Automatic  Heading  Presses,  40-48. 
Analysis  of  job,  7. 
Analysis  of  Production  Study  in  detail, 

31. 
Analyzing     a     job     into     Fundamental 

Operations,  158. 
Analyzing  Production  Time  Studies  on 

Variable  Operations,  69. 
Annealing  Processes,  Control  of,  290. 
Arrangement    of    Instruction    Card    for 

Cast  Iron  Bushing,  158-163. 
Assembly  of  an   Oil   Pump   Drive,   In- 
structive Card  for,  215. 
Assistant  Overseers  of  Production,  180. 
Automatic  Dovetailing,  323. 
Computing  earnings,  327. 
Machine  force,  323. 
Machine  Time,  326. 
Preparatory  Operation,  324. 
Production,  327. 
Standardization     of     procedure     and 

equipment,  324. 
Automatic  Dovetailing  Machine,  323. 

Operating  time,  326. 
Automatic  Heading  Presses,  Analysis  of 

delays  in  Time  Study  on,  40-48. 
Automatic    Machine    Production    Time 

Study,  35. 
Classes  of,  36. 
Division  of  work  in,  36. 
Duration  of,  36. 

Frequency  of  noting  production  in,  37. 
Function  of,  35. 
Procedure  in,  36,  37. 
Recording  delays  in,  38-40. 


Automatic    Machinery,    Procedure    for 
Production  Time  Study  on,  36-37, 

51- 

Average  Deviation,  13. 
Averaging  Delay  Allowances,  49. 


BAR  HEATING,  Time  Study  Data  Curve 

for,  266. 

Barth  Premium  System,  341. 
Benefits  derived  from  Time  Study,  4. 
Blue  Print,  "Corrected  Weight"  Table, 

300. 

Blue  Print  Department,  Economic  con- 
duct of,  295. 
Operating  force,  296. 
Premium  records,  302. 
Blue  Print  Machine,  Calibration  of,  296. 
Blue  Print  Paper,  Amount  used,  298. 
Usable,  299. 
Waste  of,  295. 

Blue  Print  Production  Rating,  298. 
Blue     Printing,     Computing     Premium 

Earnings,  300. 
Blue  Printing  Exposure,  Standardization 

of,  297. 

Blue  Printing  Machine,  295.  / 

Bonus,  Differential,  applied  to  flat  piece  V 

work,  346. 

Effect  on  production,  347. 
Bonus  Plan  for  gang  foreman,  353.  - 
Boring    and    Facing    Bronze    Bushings, 

Rate  Table  for,  233. 
Boring   Mill   Feed   and  Speed  Control, 

125. 

Boring  Mill  Jaw  Chucks,  99. 
Boring  Mill  Manipulation,  Time  Table, 

122. 

Boring    Mills,    Manipulation    to    Start 
Cuts,  121. 

Preparatory  Operations  on,  87. 

Removing  Tools  from,  118. 

Setting  Tools  for,  112. 
Brass  Rolling,  275; 

Brass  Rolling  Mill,  Average  composition 
and  weight  of  materials  for,  278. 

Instruction  Card,  283. 

Material  Data,  276. 

Measure  of  work,  276. 

Reduction  Table,  279. 

Roll   Speeds,   277. 

Standard  Time  Allowances,  277. 

Time  required  for  rolling,  279. 

Time  Study  Summary,  283. 

Trucking  Practice,  276. 


-358  — 


Bronze  Bushing,  Table  for  Boring  and 
Facing,  233. 


CALIBRATION  OF  BLUE  PRINT  MACHINE, 

296. 
Cap  of  Cam  Shaft  Bearing,  Instruction 

Card  for,  215. 
Carting    Ashes,    Instruction    Card    for, 

208. 

Coke,  Instruction  Card  for,  208. 
Crushed  Stone,  Instruction  Card  for, 

210. 

Fire  Brick,  Instruction  Card  for,  211. 
Hard    Coal    from    Pile    to    Foundry, 

Instruction  Card  for,  207. 
Hard  Coal  from  Pile  to  Greenhouse, 

Instruction  Card  for,  207. 
Iron  Pigs,  Instruction  Card  for,  204. 
Sand,  Instruction  Card  for,  210. 
Causes  for  failure  to  make  rate,  20. 
Change  in  work  to  relieve  monotony,  57. 
Checking  rates,    16. 
Chucks,  Jaw,  for  Boring  Mills,  99. 
Classes  of  Production  Time  Studiss  on 

Automatic  Machines,  36. 
Classification  of  Time  Study  Data,  183. 
Cleaning  Inside  of  Windows,  Instruction 

Card  for,  211. 
Outside  of  Windows,  Instruction  Card 

for,  212. 

Windows  without  use  of  Ladder,  In- 
struction Card  for,  212. 
Combining  Elements,  86. 
Comparison    of    Calculated    Conclusion 
and  Time  Studies  on  Molding  Opera- 
tion, 259. 
Time    Study    and    Production    Study 

Summaries,  33. 
Wage  Payment  Plans,  345. 
Compiling  Time  Studies  on  elementary 

operations,  80* 

Complete  Operation,  defined,  81. 
Computation  of  "payments" — Sawing- 

off  Metal  Stock,  311. 
Computing  Earnings,  Automatic  Dove- 
tailing, 327. 

Premium  Earnings,  Blue  .Printing  De- 
partment, 300. 

Workers'  Earnings,  Paper  Box  Mak- 
ing, 305- 
Control,  Feed  and  Speed,  Boring  Mill, 

125. 

Incentive  of  Control  by  "Units,"  292. 
Control  of  Annealing  Processes,  290. 

Variable  Tasks,  289. 
Control  "Unit"  of  Variable  Tasks,  290. 
"Corrected  Weight"  Table,  Blue  Print, 

300. 

Curve,  Allowance,  Drop  Forging,  268. 
Curve,  Time  Study  Data,  for  Heating 

Bars,  266. 

for  Loading  Furnace,  266. 
Curves,  Allowance,  Plojfctng,  60-64. 
Use  of  time,  64,  65. 


Curves  of  Delay  Allowances,  17. 
Curves    for    Forging    Procedure,    Data, 

264. 
Customary   Handling  Time  Allowance,. 

163. 
Cut-off  Units,  Angle  Steel,  316. 

I-Beams  and  Channel  Steel,  317. 

Rectangular  Steel  Bars,  313. 

Square  and  Round  Steel  Bars,  312. 
Cycle,   Dividing,   in  Production  Study, 

23-  . 
Cycle  Time,  13. 


DATA,  Filing  Time  Study,  184. 
Data  Curves  for  Forging  Procedure,  264. 
Day  work  Plan  of  Recompense,  333. 
Daywork    Recompense,    Unfairness    of,. 

3.35- 

Definition  of  Hands  of  Machine,  81. 
Delay  Allowances,  Averaging,  49. 

Establishing,  53. 

Delays,  Analysis  of,  in  Time  Study  on 

Automatic  Heading  Presses,  40-48. 

Revealed    by    Production    Study    on 

polishing  rifle  barrel,  33. 
Department  Progress  Sheet,  178. 
Detail  of  Production  Study  on  polish- 
ing rifle  barrel,  25-31. 
Detail  Time  for  Loosening  Boring  Mill 
Jaws  to  Remove  Piece,  Time  Table 
for,  154. 

for  Loosening  Boring  Mill  Chuck  Jaws 
to  Remove  Piece  to  Floor  by  Hand, 
Time  Table  for,  154. 
for  Securing  Chain  Sling  on  Piece  in 
Boring  Mill,  to  Hoist  and  Remove,. 
Time  Table  for,  155. 
to  Hoist  and  Remove  Piece  in  Boring 
Mill  to  Floor,  Time  Table  for,  156.. 
to  Hoist  Piece  from  Floor  and  Land  in 

Boring  Mill,  Time  Table  for,  108. 
to  Make  Piece  Run  True  in  Boring- 
Mill  Chuck  Jaws,  Time  Table  for,. 
no. 

to   Secure   Chains   about   Work   and 
Hoist  to  Boring  Mill  Table,  Time 
Table  for,  107. 
to  Tighten  Jaws  on  Work,  Time  Table 

for,  in. 

Determining  Time  Allowances,  54. 
Developing  a  Rate  from  Fundamental 
Operation  Tables,  Example  in,  157- 
Deviation,  Average,  13. 

Factor,  13. 

Deviation  values,  Average,  14. 
Deviations,  Individual,   13. 
Differential    Bonus,    Applied    to    Flat 

Piece  work,  346. 
Effect  on  production,  347. 
Dividing  Cycle  in  Production  Study,  23. 
Divisions,  Elementary,  7. 
Dovetailing,  Automatic,  323. 
Computing  earnings,  327. 
Machine  Force,  323. 


—  359  — 


Dovetailing,   Machine  Operating  Time, 

326. 

Preparatory  Operations,  324. 
Production,  327. 
Standardization     of     Procedure     and 

Equipment,  324. 
Drilling  and  Parting  Steel  Bushing,  Rate 

Table  for,  246. 
Drilling  and  Reaming  a  Plunger  Rod, 

Instruction  Card  for,  198. 
Drilling    and    Reaming    Steel    Bushing, 

Rate  Table  for,  247. 
Drilling    and    Tapping    Crank    Bodies, 

Instruction  Card  for,  198. 
Drilling    Operations    on    Crank    Shaft 
Bearing,  Instruction  Card  for,  218. 
Drop  Forging  Allowance  Curve,  268. 
Instruction  Card,  269. 
Operations,  Rating,  263. 
Duration  of  Production  Study,  20. 
Time  Studies  of  Automatic  Machin- 
ery, 36. 


EARNINGS,    Premium,  Computing    blue 

printing,  300. 

Economic  Conduct  of  Blue   Print   De- 
partment, 295. 

Economic  Value  of  Time  Study,  79. 
Effect  of  Differential  Bonus  on  Produc- 
tion, 347. 

Fatigue  on  Production,  54. 
Placing    Variable    Operations    on    a 

Time  Basis,  73-75. 
Rest  Period  on  Time  of  Production, 

55,  56. 

Element,  defined,  86. 
Elementary  Divisions,  7. 

Motions  of  a  Fundamental  Operation, 

85- 

Operation,  defined,  80. 
Operations,   Compiling  Time  Studies 

on,  80. 

Time  Tables,  80. 
Elements,  Combining,  86. 
Elimination  of  Abnormal  Items,  12. 
Established  Incentives,  338. 
Establishing  Delay  Allowances,  53. 
Estimating    Rates    from    Time    Study 

Data,  79. 
Example    in    developing    a    Rate    from 

Fundamental  Operation  Tables,  157. 
Exposure,  Blue  Printing,  Standardizing, 

297. 


FACING  AND  BORING,  Bronze  Bushing, 

Table  for,  233. 
Facing  Bronze  Bushings,   Extra  length 

of  run,  Rate  Table  for,  234. 
Facing  Flange  on  Bronze  Bushing,  Rate 

Table  for,  239. 
Factor,   Deviation,   13. 


Factors  affecting  Time  of  Performance 

of  Task,  6. 

Out  of  control  of  operator,  6. 
Within  control  of  operator,  6. 

Failure  to  make  rate,  Causes  for,  20. 

Fairness  of  a  task,  53. 

Fatigue  Allowance,  54. 

Fatigue  and  Delay  Allowances,  Produc- 
tion Study  for,  58,  59. 

Fatigue,  Effect  on  Production,  54. 

Feed  and  Speed  Control,  Boring  Mill,  125. 

Filing  Time  Study  Data,  184.  v 

Filleting  Bronze  Bushing,  Rate  Table 
for,  240. 

Flat  Shop  Allowance,  16. 

Force,  Operating,  Blue  Print  Depart- 
ment, 296. 

Foreman,  gang,  Bonus  plan  for,  353. 

Forging,  Drop,  Allowance  Curves,  268. 

Forging  Procedure,  Data  Curves  for,  264. 

Forming,  Time  Study  Data  Curves  for, 
268. 

Forms  for  Production  Study,  24,  32. 

Formula,  Allowance,  Carl  G.  Earth's 
original,  60. 

Formula  for  Series  of  Time  Allowance 
Curves,  64. 

Frequency  of  noting  production  in  Pro- 
duction Time  Studies  on  Automatic 
Machines,  37. 

Fundamental  Operation,  denned,  80. 
Elementary  Motions  of  a,  85. 

Fundamental  Operation  Tables,  Exam- 
ple in  developing  a  rate  from,  157. 

Fundamental  Operation  Time  Study,  7. 

Function  of  Time  Study  on  Automatic 
Machine,  35. 

Functions  of  a  Production  Study,  34. 


GANG  FOREMAN,  Bonus  Plan  for,  353. 
Gantt's  Premium  System,  339. 
Group  Supervisors,   349. 
Guarantee  of  Rate,  19. 

H 

HALSEY  PREMIUM  SYSTEM,  340. 

Hand  Feed  Operation  on  a  Cam  Shaft 

Beaming,  Instruction  Card  for,  216. 
Handling  Bar  Stock,  Time  Study  Data 

Curve  for,  267. 
Operation,  Job  Card  for,  213. 
Time  Allowance,  Customary,  163. 
Hands  of  Machine,  defined,  81. 
Heating  Bars,  Time  Study  Data  Curve 

for,  266. 
Hundred  per  cent.  Operator,  14. 


INCENTIVES,  337. 
established,  338. 
for  indirect  producers,  348. 
of  control  by.  "Units,"  292. 


n 


—  360- 


Individual  deviations,  13. 
Individual  Time,  Minimum,  Ascertain- 
ing, 13- 

Influence  of  fatigue  on  production,  55. 
Instruction   Card,   Arrangement  of,  for 

Cast  Iron  Bushing,  158-163. 
Instruction    Card    for   Assembly  of    an 
I       Oil  Pump  Drive,  215. 
i  for  Brass  Rolling  Mill,  283. 
i  for  Cap  of  Cam  Shaft  Bearing,  215. 
-/  for  Carting  Ashes,  208. 
*•  for  Carting  Coke,  208. 
i  for  Carting  Crushed  Stone,  210. 
f  for  Carting  Fire  Brick,  211. 
g  for  Carting  Hard  Coal  from  Pile  to 

Foundry,  207. 
4  f  or  Carting  Hard  Coal  from  Pile  to 

Greenhouse,  207. 
'^  for  Carting  Iron  Pigs,  204. 
//  for  Carting  Sand,  210. 
•.  for  Cast  Iron  Bushings,  159. 

for  Cleaning  Inside  of  Windows,  211. 
/•/for  Cleaning  Outside  of  Windows,  212. 
fffor  Cleaning  Windows  without  use 

of  Ladder,  212. 
/.;  for  Drilling  and  Reaming  a  Plunger 

Rod,    198. 
/   for     Drilling     and     Tapping     Crank 

Bodies,  198. 
/#  for  Drilling  Operation  on  Cam  Shaft 

Bearing,  218. 
/<?  for  Hand  Feed  Operator  on  Cam  Shaft 

Bearing,   216. 

•»  o  for  Machine  Adjuster,  225. 
j  /  for  Machine  Adjuster  and  Tool  Setter, 

225. 
j  i  for  Machining  a  Cradle  for  a  1 2-inch 

Motor,  200,  201. 
>  •••  for   Machining   a  Piston   Rod   Shaft, 

197. 

,  •  for  Machining  Cast  Iron  Wheel,  193. 
,  £  for  Machining  Small  Wheels  from  Bar 

Stock,    193. 

y  C,  for  Making  and  Closing  a  Mold,  202. 

,  ,•  for  One  Man  to  Unload  a  Soft  Coal 

Car  under  Special  Conditions,  206. 

j  •    for  Planing  Cap  Squares,  199. 

j  1  for  Tool  Department,  Premium,  226. 

.     for  Turning  and  Threading  Screw,  196. 

-    for  Two  Men  to  Unload  a  Soft  Coal 

Car  under  Special  Conditions,  206. 

j »-  for  Unloading  Box  Cars,  204. 

33.  for    Unloading    Coal    Cars  'through 

Smith  Shop  Window,  205. 
*-vfor   Unloading   Flat   Bottom   Freight 

Cars,  202. 

51  ^ for  Unloading  Gas  Coal  Barges,  219. 
•AC  for   Unloading   Soft   Coal   from   Flat 

Bottom  Freight  Cars,  205. 
-i 7  for    Unloading    Steam    Coal    Barges, 

220. 

Instruction  Card,  Machine  Adjuster,  18, 

49,  .50. 

Machine  Operator,  49,  50. 
^  Tab  or  Manufacturing  Co.,  222. 
Workman,  18. 


Instruction  Cards,  191. 

Preparation  of,   179. 

Rate  Table  as,  231. 

Stimulus  of,  194. 
Interchange  of  Operators,  57. 
Interruptions  in  Production  Study,  25. 
Investigation   Brass   Rolling   Mill   Pro- 
cess, 275. 

Investigations    of    Molding    Processes, 
253- 


JAW  CHUCKS  FOR  BORING  MILL,  99. 
Job,  Analysis  of,  7. 
Job  Card  for  Handling  Operation,  213. 

for  Machining  Operation,  214. 
Job,  defined,  81. 

Journaling  Steel  Pins,  Rate  Table  for, 
243. 


LAND  PIECE  from  Floor  to  Boring  Mill 

Chuck  Jaws  on  Machine  by  Hand, 

Time  Table  for,  105. 
Landing  Work  on  Boring  Mill  Table  by 

Hoist,  Time  Table  for,  106. 
Loading  furnace,  Time  Study  data  curve 

for,  266. 
Loosen  and  Clamp    Boring  Mill  Head, 

Time  Table  for,  94. 
Loosen  and  Remove  Boring  Mill  Tools 

Set  for  Cuts  on  Face,  L.  H.,  R.  H.C, 

Time  Table  for,  120. 
Loosen  and  Remove  Boring  Mill  Tools 

Set  for  Cuts  on  Outside  Diameter, 

R.  H.,  Time  Table,  119. 
Loosen  and  Remove  Boring  Mill  Tools 

Set  for  Cuts  on  Outside  Diameter, 

L.  H.,  Time  Table,  120. 

M 

MACHINE,  Blue  Printing,  Calibration  of, 

296. 

Adjuster,  Instruction  Card  for,  225. 
Adjuster  and  Tool  Setter,  Instruction 

Card  for,  225. 
Hands  of,  defined,  81. 
Manipulating  the,  82. 
Machine  Time,  Automatic  Dovetailing, 

324,  326. 

Sawing  off  Metal  Stock,  310. 
Machine  Time  Study,  Procedure  for,  8 1 . 
Machining  Cast  Iron  Wheel,  Instruction  y/7 

Card  for,  193. 
a  Cradle  for  a  1 2-inch  Motor,  Instruc-  v' 

tion  Card  for,  200,  201. 
a  Piston*  Rod  Sleeve,  Instruction  Card 

for,  197. 
Small   Wheels   from    Bar    Stock,    In-  v 

struction  Card  for,  193. 
Machining    Operation,    Job    Card    for,  J 

214. 
Standardization  of,  152. 


—  361- 


.1 


Manipulate  Boring  Mill  to  Set  Rough- 
ing Tool  and  Start  First  Cut  on 
Face,  Time  Table,  136. 

to  Set  Roughing  Tool  and  Start  First 
Cut  on  Outside  Diameter,  Time 
Table,  128. 

to  Set  Roughing  Tool  to  Depth  and 
Start  Additional  Cuts  in  a  Different 
Plane  on  Outside  Diameter,  Time 
Table,  131. 

to  Set  Roughing  Tools  and  start  Ad- 
ditional Cuts  on  Outside  Diameter 
in  the  Same  Plane,  Time  Table,  132. 

to  Set  Finishing  Tool  and  Start  First 
Cut  on  Outside  Diameter,  Time 
Table,  133. 

to  Set  Finishing  Tool  and  Start  Ad- 
ditional Cut  on  Outside  Diameter 
in  the  Same  Plane,  Time  Table, 
136. 

to  Set  Finishing  Tool  and  Start  Ad- 
ditional Cuts  in  Different  Planes 
on  Outside  Diameter,  Time  Table, 

135- 

Making  and  Closing  a  Mold,   Instruc- 
tion Card  for,  202. 
Manipulate  Boring  Mill  Turret  Head, 

Time  Table,  123. 
Levers  to  Rapid  Travel  Ram-  Head 

by  Power,  Time  Table,  124. 
Levers  •  to   Travel   Boring   Mill   Ram 

Head  by  Hand,  Time  Table,  123. 
Manipulating  the  machine,  82. 
Manipulation,  Boring  Mill,  Time  Table, 

122. 
Manipulation  of  Boring  Mills  to  Start 

Cuts,  121. 
Material     Data,     Brass     Rolling     Mill, 

276. 

Measure  of  a  Task,  53. 
Measure  of  Work,  Brass  Rolling   Mill, 

276. 

Sawing  off  Metal  Stock,  309. 
Variable  Tasks,  290. 
Wage  Payment  for,  336. 
Method  of  Taking  Time  Studies,  6. 
Mill,  Brass  Rolling,  Average  Composi- 
tion and  Weight  of  Materials  for, 
278. 

instruction  Card,  283. 
Material  Data,  276. 
Measure  of  Work,  276. 
Reduction  Table,  279. 
Roll  Speeds,. 277. 
Standard  Time  Allowances,  277. 
Time  Required  for  Rolling,  279. 
Time  Study  Summary,  283. 
Trucking  Practice,  276. 
Minimum  individual  time,  Ascertaining, 

13- 
Molding    Processes,    Investigations    of, 

253- 
Motions,  Elementary,  of  a  fundamental 

operation,  85. 
Move  Boring  Mill  Jaws  In  or  Out  to 

Line,  Time  Table,  104. 


Moving    Boring    Mill    Rail    by    Power, 
Time  Table,  91. 

N 

NEED  of  Suitable  Time  Allowances,  53. 
Noted  delays  in  Production  Time  Study 

on  variable  operation,  69. 
Noting  Production  in  Production  Time 

Study     on     Automatic     Machines, 

Frequency  of,  37. 
Number  of  Obseivations  required,  12. 


OBJECTS  of  Time  Study,  3,  4. 

Observation  Board,  8. 

Observation  Sheet,  8. 
Specimen  of,  10. 

Observations,  Number  required,  12. 

Oil  Pump  Drive,  Assembly  of,  Instruc- 
tion Card  for,  215. 

Oiling  Boring  Mill,  Time  Table,  89. 

Operating    Force,    Blue    Print    Depart- 
ment, 396. 

Operation,  Elementary,  Compiling  Time 
Studies  on,  80. 

Operation,  Elementary,  defined,  80. 
Fundamental,   defined,   80. 
Fundamental,  Elementary  motions  of, 

85- 

Fundamental,    Examples  in   develop- 
ing a  rate  from,  157. 
Handling,  Job  Card  for,  213. 
Machining,  Job  Card  for,  214. 
Standardization  of,  152. 
Operation,  Preparatory,  on  Boring  Mills, 

87. 
Operation    Sheet    used    at    the    H.    H. 

Eranklin,  M'f'g  Co.,  218. 
Operation  Tables,  Fundamental,  Exam- 
ples in  developing  a  rate  from,  157. 
Operation  Time  Study,  7. 
Fundamental,  7. 
Procedure  followed,  9. 
Operator,  Factors  in  and  out  of  control 

of,  6. 

Hundred  per  cent.,  14. 
Operators,  Additional,  57. 

Interchange  of,  57. 
Organizing  a  Time  Study  Department, 

169-180. 
Overseers  of  Production,  Assistant,  180. 


PAPER  Box  Making,  Computing  Wage 

Earnings,  305. 

Premium  on  minimum  scrap,  303. 
Rating,  303. 

Scrap  conversion  table,  304. 
Part- progress  Sheet,  176. 
Payment,  wage,   Measure  of  work  for, 

336. 

Performance  of  Task,  Factors  affecting, 
6. 


362  — 


Piece  Rate  System,  Taylor  Differential, 

339- 
•  Piece    Work,    Flat,    Differential    Bonus 

applied  to,  346. 
^  Piece  Work,  Recompense,  333. 

Objections  to,  335. 
/Planing  Cap  Squares,  Instruction  Card 

for,    199. 
Planning  Box  for  Time  Study  division, 

1.75- 

Plotting  Allowance  Curves,  60-64. 
Preliminary  Observations,  6. 
Premium     Earnings,    Computing     Blue 

Printing,  300. 

u- Premium  Instruction  Card  for  Tool  De- 
partment,  226. 

Premium  Records,  Blue  Print  Depart- 
ment, 302. 

^Premium  System,  Barth,  341. 
Gantt,  339. 
Halsey,    340. 
Rowan,  341. 
Taylor,  339. 
Premium  on  minimizing  scrap  in  paper 

box  making,  303. 

1  Preparation  of  Instruction  Cards,   179. 
Preparation  Time,  1.6. 
Preparation  Time  Allowance,  16. 
Preparatory  operations,  Automatic  dove- 
tailing, 324. 

Preparing  boring  mills  to  receive  work,  87. 
Principle  of  time  study,  4. 
Procedure,  Standardization  of  blue  print- 
ing, 296. 

Procedure  followed  in  taking  an  Opera- 
tion Time  Study,  9. 

Procedure  for  Machine  Time  Study,  81. 
Procedure  in  Production  Time  Studies 
on  automatic  machines,  36-37,  51. 
Procedure  in  Time  Study  work,  4. 
^/Producers,  Incentives  for  indirect,  348. 
Production,  Assistant  Overseers  of,  180. 
Effect  of  fatigue  on,  54. 
Effect  of  rest  period  on,  55,  56. 
Production  formula  for  automatic  head- 
ing press,  48,  49,  51. 
Production  Study,  20. 
Dividing  cycle  in,  23. 
Duration  of,  20. 
Functions  of  a,  34. 
Interruptions  in,  25. 
Making  the,  21. 
Production  Study  for  fatigue  and  delay 

allowances,  58,  59. 
Production  Study  in  detail,  Analysis  of, 

31. 

Summary  of,  32. 

Production  Study  on  polishing  rifle  bar- 
rel, 21. 

Delays  revealed,  33. 
Details  of,  25-31. 

Production  Study  to  check  rates,  20. 
Production     summary     of     Production 

Study,  32. 
Production  Tally  Sheet,  Steel    Cut-Off, 


Production   Time   Study   on   automatic 
machines,  35. 

Frequency  of   noting    production  on, 
37- 

on  a   series   of   heading   presses,  37- 
52. 

on  variable  operations,  66-75. 
Production  Time  Study,  Classes  of  au- 
tomatic machine,  36. 

Divisions  of  work  in  automatic  ma- 
chine, 36. 

Duration  of  automatic  machine,  36. 

Function  of  automatic  machinery,  36. 

Procedure   on   automatic    machinery, 

51- 

Recording   delays   in   automatic   ma- 
chine,  38-40. 
Variable  operations,  69. 
Progress  Sheet,  Department,  178. 
Putting    Radius    on    Bronze    Bushing, 
Rate  Table  for,  235. 

Q 

QUALIFICATIONS    of    Time    Study    Ob- 
server, 5. 
of  Time  Study  operator,  5. 


RAISE  or  Lower  Boring  Mill  Tool  Post 

in  Ram,  Time  Table,  98. 
Rate,  Causes  for  failure  to  make,  20. 
Developing,  from  Fundamental  Oper- 
ation Tables,  Example  in,  151. 
-Task,  337. 

Rate  Guarantee,  Workman's,  19. 
Rate  Setter,  Authority  of,   175. 
Rate  Tables,  231. 

as  Instruction  Cards,  231. 

Boring  and  Facing  Bronze  Bushing, 

233- 
Drilling  and  PartingSte  el  Bushings, 

246. 
Drilling  and  Reaming  Steel  Bushings, 

247. 
Facing  Bronze  Bushing,  Extra  length 

of  run,  234. 
Facing    Flange    on    Bronze    Bushing, 

239- 

Filleting  Bronze  Bushing,  240. 
Journaling  Steel  Pins,  243. 
Putting  Radius  on  Bronze  Bushing, 

235- 

Threading  Steel  Pins,  244. 
Turning  and  Facing  Bronze  Bushings, 

236. 
Turning  and  Facing  Flange  on  Bronze 

Bushing,  238. 

Turning  and  Parting  Steel  Pins,  242. 
Turning  Forged  Hexagon  Head  Bolts, 

245- 
Rates,    Estimating    from    Time    Study 

data,  79. 
Rates    of    Recompense,    Need    of   just, 

334- 


363- 


Rating  automatic  dovetailing,  323. 

Blue  print  production,  298. 

Drop  forging  operations,  263. 

Paper  box  making,  303. 

Sawing  of!  metal  stock,  309. 

for  a  standard  bronze  bushing,  232. 

for  a  standard  steel  pin,  241.  * 

Tasks  by  taxing  waste,  295. 
Reasonable  pace,  defined,  6. 
Recompense,  based  on  "Units,"  291. 

Day  work  plan,  333. 

Piece  work,  333. 

Unfairness  of  day  work,  335. 
Recording   delays   in   Production   Time 
Study  on  automatic  machines,  38- 
40. 

Recording  observations,  1 1 . 
Recording  work  of  Time  Study  Division 

175- 

Records,  Blue  Print  Department  Pre- 
mium, 302. 

Reduction  Table,  Brass  Rolling  Mill,  279. 

Relationship  between  cross  section  aiea 
of  bar  and  time  consumed  per  cut, 
Sawing  off  metal  stock,  310. 

Remove  and  Replace  Boring  Mill  Tool 
Post  or  Bar/  Time  Table,  97. 

Remove  Boring  Mill  Chuck  Jaws  from 
Table,  Time  Table,  102. 

Removing  Boring  Mill  Tools,  118. 

Required  number  of  observations,  12. 

Requirements  for  Time  Study  man,  172. 

Rest  period,  Effect  of  on  Production, 
55,  56. 

Reverse  Boring  Mill  Jaws  on  Table, 
Time  Table,  103. 

Revision  of  methods  and  processes  of 
manufacture  by  Time  Study,  171. 

Rhythm  in  work,  Effect  of,  54. 

Rivalry,   Effect  of  on  production,  57. 

Roll  Speeds,  Brass  Rolling  Mill,  277. 

Rolling,  Brass,  275. 

Rolling  process  on  cartridge  case  metals 
280. 

Rowan  Premium  System,  341. 

Rule  for  grouping  elements,  8. 


SAWING-OFF     Metal     Stock,     Machine 

Time,  310. 

Measure  of  work,  309. 
Rating,  309. 
"Units,"  310. 
"Unit  Tables,"  311. 
Scrap    Conversion    Table,    Paper    box 

making,  304. 

Selected  minimum  time,  13,  15. 
Selected  time,   16. 
Set  Boring   Mill  Chuck  Jaws  to  Line, 

Time  Table,  101. 

Set  Boring  Mill  Finishing  Tool  and  Start 
First  Cut  on  Face,  R.  H.,  Time 
Table,  140. 

Start  First  Cut  on  Face,  L.  H.,  Time 
Table  141. 


Start  First  Cut  to  Just  Finish  Face, 

Time  Table,    140. 

Start  First  Cut  on  Outside  Diameter, 
Revolving    Turret    to    bring    Tool 
into  Position,  Time  Table,  147. 
Start  First  Cut  on  Face  to  Finish,  Re- 
volving   Turret    to    bring    Tool    to 
Position,  Time  Table,   149. 
Start  Additional  Cut  in  different  Plane 

on  Face,  Time  Table,  141. 
Start  Additional  Cuts  in  a  Different 
Plane  on  Outside  Diameter,  Time 
Table,  147. 

Start  Additional  Cut  on  the  Outside 
Diameter,  in  the  Same  Plane,  Lower- 
ing Head  without  Changing  Diam- 
eter, Time  Table,  147. 

Start  Additional  Cut  in  same  Plane 
or  Face,  Time  Table,  142. 

Start  Additional  Cut  in  Different 
Plane  on  Face  to  just  Finish,  Time 
Table,  150. 

Start  Additional  Cut  in,  Same  Plane 
or  Face,  Moving  Head  over  to  An- 
other Surface,  Time  Table,  150. 
Set  Boring  Mill  Finishing  Tool  by 
Micrometer  Index  and  Start  First 
Cut  on  Face,  Time  Table,  142. 

Start    Additional    Cut    in    Different 

Plane  on  Face,  Time  Table,  143. 
Set  Boring  Mill  Roughing  Tool,  Start 
First  Cut  on  Face  and  Remove  Tool, 
R.  H.,  Time  Table,  137. 
Set  Boring  Mill  Roughing  Tool,  Start 
First  Cut  on  Face  and  Remove  Tool, 
L.  H.,  Time  Table,  137. 

Start  First  Cut  on  Outside  Diameter 
and  Remove  Tool,  R.  H.,  Time 
Table,  134. 

Start  First  Cut  on  Outside  Diameter 
and  Remove  Tool,  L.  H.,  Time 
Table,  134. 

Start  First  Cut  on  Outside  Diameter, 
Revolving  Turret  to  Bring  Tool  to 
Position,  Time  Table,  145. 

Start  First  Cut  on  Face  (Tools  held 
in  Turret  Tool  Post),  Time  Table, 
148. 

Start  Additional  Cut  in  Same  Plane 
on  Face,  Time  Table,  139. 

Start    Additional    Cuts    in    Different 
Plane  on  Face,  Time  Table,  138,  148. 
Set  Boring  Mill  Roughing  Tool  Held  in 
Turret  Head,  start  Additional  Cut 
on  Outside  Diameter,  Time  Table, 

145- 

Set  Boring  Mill  Tool  and  Start  Cut  on 
Outside  Diameter  in  Same  Plane, 
Lowering  Tool  without  changing 
Diameter  of  Cut,  Time  Table,  146. 
Start  Cut  on  Outside  Diameter,  Re- 
volving Turret  to  bring  Tool  to 
Position,  Time  Table,  146. 

Set  Boring  Mill  Tools  where  Power  Feed 
is  Thrown  In,  Tools  held  in  Turret 
Tool  Post,  Time  Table,  150. 


—  364  — 


Set  and  Tighten  Boring  Mill  Roughing 

Tool,  Start  Cut  and  Remove  Tool, 

R.  H.,  Time  Table,  129. 
Start  Cut  and  Remove  Tool,  L.  H., 

Time  Table,  129. 
Setting  Calibers  to  Scale,  Time  Table, 

126. 
Setting  rates  for  sawing  off  metal  stock, 

309- 

Setting  tools  on  Boring  Mills,  112. 
Setting  Tools  in  Boring  Mill  Tool  Posts 

for, 
Finishing  Cut  on   Face,  L.  H.,  Time 

Table,   115. 
Finishing  Cut  on  Face,  L.  H.,  Time 

Table,   116. 
Finishing  Cut  on  Outside  Diameter, 

R.  H.,  Time  Table,  115. 
Roughing  Cut  on  Face,  R.  H.,  Time 

Table,  113. 
Roughing  Cut  on  Face,  H.  H.,  Time 

Table,  114. 
Roughing  Cut  on  Outside  Diameter, 

R.  H.,  Time  Table,  113. 
Roughing  Cut  on  Outside  Diameter, 

L.  H.,  Time  Table,  114. 

•  Shop  Allowance,  Flat,  16. 

Speed   and   feed   control,    Boring   Mill, 

125. 

Standard  conditions,  Importance  of,  6. 
"Standard  Process  cycles,  188. 
Standard  time,  16. 
Standardization  of  implements,  Reason 

for,  3. 

of  Machining  operation,  152. 
of  method,  Reason  for,  3. 
of  procedure,  Automatic  dovetailing, 

324- 

Starting   Cuts,    Boring   Mills,    Manipu- 
lation for,  121. 

Steel  Cut-Off  Production  Tally  Sheet, 

Steel   Miolding  in   Metal  Flasks,   Time 
Study  of,  254. 

-  Stimulus  of  Instruction  Cards,  194. 
Stop  watch,  Type  of,  8. 

Suitable  time  allowances,  Need  of,  53. 
Summary  of  Time  Study,  15. 
Summary  of  Time  Study  on  polishing 

rifle  barrel,  22. 
Supervisors,  Group,  349. 
Survey,  Preliminary,  6. 
Survey  of  the  work  of  an  establishment, 

170. 

T 

.TAKING  TIME  STUDIES,  Methods  of,  6. 

Tally  Sheet,  Steel  Cut-Off,  318. 
'  Task,  All  important  considerations  of  a, 

3- 

Measure  of,  53. 
What  constitutes  a,  3. 
Task  performance,  Factors  affecting,  6. 
Task  rate,  337. 

.,  Taylor    differential   piece   rate    system, 
339- 


Tax  on  waste,  295. 

Threading  Steel  Pins,  Rate  Table  for,, 

244. 

Time,  selected,  16. 
Time    allowance    curves,    Formula    for 

series,  64. 

Time  Allowances,  Determining,  54. 
Time  allowances,  Need  of  suitable,  53. 
Standard    for    brass    rolling    mill, 
277. 
Time  basis  for  variable  operation,  Effect 

of,  73,  75- 

Time  study, '  Benefits  derived  from  de- 
lays, on  automatic  heading  presses,. 
40-48. 

Economic  value  of,  79. 
Fundamental  operations,  7. 
Methods  of  taking,  6. 
Objects  of,  3,  4. 
Operations,  7. 
Time  Study,  Principle  of,  4. 

Revision  of  methods  and  processes  of 

manufacture  by,  171. 
Time  study  data,  Classification  of,  183. 
Estimating  rates  from,  79. 
Filing,  184. 

Time  study  data  curve  for  forming,  268* 
for  handling  bar  stock,  267. 
for  heating  bars,  266. 
for  loading  furnace,  266. 
for  trip  hammer,  267. 
Time  Study  Department,  Organizing  a, 

169-180. 
Work  of  a,  169. 

Time  study  engineer,  Duties  of,  170. 
Time  study  man,  Requirements  for  a,. 

172. 
Time  study  observation  sheet,  Lapping; 

heading  dies,  72. 
Specimen  of,  9. 
Time  study  observer,  5. 

Duties  of,    174. 
Time  study  operator,  5. 
Time  study  organization,   Example  of, 

173- 

Time  study  procedure,  4. 

Time    study   progress,    Work    card   for 

recording,  176. 
Time   study    on   polishing   rifle   barrel, 

Summary  of,  22. 

Steel  molding  in  metal  flasks,  254. 
Time  study  summary,  Brass  rolling  mill, 

283. 

Time  study  supervisor,  Duties  of,  174. 
Time  Table  for  Gisholt  Boring  Mill, 
Detail  Time  to  Hoist  piece  from  Floor 

and  land  in  Machine,  108. 
Detail   Time   to   Hoist   and   Remove 

Piece  to  Floor,  156. 
Detail  Time  for  Loosening  Jaws  to- 

Remove  Piece,   154. 
Detail  Time  for  Loosening  Jaws  to 
Remove  Piece  to  Floor  by  Hand, 

154- 

Detail  Time  to  Make  Piece  Run  True 
in  Chuck  Jaws,  no. 


—  365  — 


Time  Table  for  Gisholt  Boring  Mill, 

Detail  Time  to  Secure  Chains  about 
Work  and  Hoist,  107. 

Detail  Time  for  Securing  Chain  Sling, 
on  Piece  to  Hoist  and  Remove,  155. 

Detail  Time  to  Tighten  Jaws  on 
Chuck,  in. 

Land  Piece  from  Floor  to  Chuck  Jaws 
on  Machine  by  Hand,  105. 

Loosen  and  Clamp  Head,  94. 

Loosen  and  Remove  Tools  Set  for 
Cuts  on  Outside  Diameter,  R.  H. 
Head,  119. 

Loosen  and  Remove  Tools  Set  for 
Cuts  on  Face,  R.  H.  Head,  120. 

Loosen  and  Remove  Tools  Set  for 
Cuts  on  Face,  L.  H.  Head,  120. 

Manipulate  Turret  Head,  Loosen, 
Remove  Turret  and  Tighten,  123. 

Machine  manipulation,  122. 

Manipulate  Levers  to  Travel  Ram 
Head  by  Hand,  123. 

Manipulate  Levers  to  Rapid  Travel 
Ram  Head  by  Power,  124. 

Manipulate  Machine  to  Set  Rough- 
ing Tools  to  depth  and  Start  Ad- 
ditional Cuts  in  a  Different  Plane 
on  Outside  Diameter,  131. 

Manipulate  Machine  to  Set  Rough- 
ing Tools  and  Start  Additional  Cuts 
on  Outside  Diameter  in  the  Same 
Plane,  132. 

Manipulate  Machine  to  Set  Finishing 
Tool  and  Start  First  Cut  on  Outside 
Diameter,  133. 

and  Start  Additional  Cuts  in  Differ- 
ent Planes  in  Outside  Diameter,  135. 

and  Start  Additional  Cut  on  Outside 
Diameter  in  the  Same  Plane,  136. 

Manipulate  Machine  to  set  Roughing 
Tools  and  Start  First  Cut  on  Face, 
136. 

Move  Jaws  In  or  Out  to  Line,  104. 

Moving  Rail  by  Power,  91. 

Oiling  Machine,   89. 

Raise  or  Lower  Tool  Post  in  Ram,  98. 

Remove  Jaws  from  Table,  102. 

Remove  and  Replace  Tool  Post  or 
Bar,  97. 

Reverse  Jaws  on  Table,  103. 

Setting  Calipers  to  Scale,  126. 

Setting  Jaws  to  Line,  101. 

Setting  Tools  in  Tool  Post  for  Rough- 
ing Cut  on  Face,  in  R.  H.  Head, 

«3« 

Setting  Tools  in  Tool  Post  for  Rough- 
ing Cut  on  Face,  in  L.  H.  Head,  114. 

Setting  Tools  in  Tool  Post  for  Rough- 
ing Cut  on  Outside  Diameter,  Tool 
in  R.  H.  Head,  113. 

Setting  Tool  in  Tool  Post  for  Rough- 
ing Cut  on  Outside  Diameter,  Tool 
in  L.  H.  Head,  114. 

Set  and  Tighten  Roughing  Tool  in 
Post,  Start  First  Cut  and  Remove 
Tool,  R.  H.  Head,  129. 


Time  Table  for  Gisholt  Boring  Mill, 

Set  and  Tighten  Roughing  Tool,. 
Start  Cut  and  Remove  Tool,  L.  H. 
Head,  129. 

Set  Roughing  Tool,  Start  First  Cut 
on  Outside  Diameter  and  Remove 
Tool,  R.  H.  Head,  134. 

Set  Roughing  Tool,  Start  First  Cut 
on  Outside  Diameter  and  Remove 
Tool,  L.  H.  Head,  134. 

Set  Roughing  Tool,  Start  First  Cut  on 
Face  and  Remove  Tool,  R.  H. 
Head,  137. 

Set  Roughing  Tool,  Start  First  Cut 
on  Face  and  Remove  Tool,  L.  H. 
Head,  137. 

Set  Roughing  Tool  and  Start  Addi- 
tional Cut  in  Different  Plane  on 
Face,  138. 

Set  Roughing  Tool  and  Start  Addi- 
tional Cut  in  Same  Plane  on  Face, 
139. 

Set  Roughing  Tool  and  Start  First 
Cut  on  Outside  Diameter,  Revolv- 
ing Turret  to  Bring  Tool  to  Posi- 
tion, 145. 

Set  Roughing  Tool  Held  in  Turret 
Head  and  Start  Additional  Cut  on 
Outside  Diameter,  145. 

Set  Roughing  Tool  Held  in  Turret 
Head  and  Start  Additional  Cut  in 
Outside  Diameter,  145. 

Set  Tool  and  Start  Cut  in  Outside 
Diameter  in  Same  Plane,  Lowering 
Head  without  Changing  Diameter 
of  Cut,  146. 

Set  Finishing^  Tool  and  Start  Addi- 
tional Cut  in  a  Different  Plane  on 
Outside  Diameter,  147. 

Set  Finishing  Tool  and  Start  Addi- 
tional Cut  in  Outside  Diameter  in 
the  Same  Plane,  Lowering  Head 
without  Changing  Diameter,  147. 

Set  Finishing  Tool  and  Start  First 
Cut  on  'Outside  Diameter,  Revolv- 
ing Turret  to  Bring  Tool  into  Posi- 
tion, 147. 

Set  Roughing  Tool  and  Start  First 
Cut  on  Face  (Tools  Held  in  Turret 
Tool  Post),  148. 

Set  Roughing  Tool  and  Start  Addi- 
tional Cut  in  Different  Planes  or 
Face,  148. 

Set  Finishing  Tool  and  Start  First 
Cut  on  Face  to  Finish,  Revolving 
Turret  to  Bring  Tool  to  Position, 
149. 

Set  Finishing  Tool  and  Start  Addi- 
tional Cut  in  Same  Plane  or  Face, 
Moving  Head  Over  to  Another  Sur- 
face, 150. 

Set  Finishing  Tool  and  Start  Addi- 
tional Cut  in  Different  Plane  or 
Face  to  Just  Finish,  150. 

Setting  Tools  for  Finishing  Cut  on 
Face,  Tool  in  R.  H.  Head,  115. 


—  366  — 


Time  Table  for  Gisholt  Boring  Mill, 
Setting   Tools   for   Finishing   Cut   on 

Face,  Tool  in  L.  H.  Head,  116. 
Setting   Tools  for   Finishing   Cut   on 

Outside  Diameter,   Tool  in  R.   H. 

Head,    115. 
Setting    Tools   for   Finishing   Cut   on 

Outside   Diameter,   Tool  in   L.   H. 

Head,  116. 
Set   Finishing   Tool   and   Start   First 

Cut  to  Just  Finish  Face,  140. 
Set   Finishing   Tool   and    Start   First 

Cut  on  Face,  R.  H.  Head,  140. 
Set   Finishing   Tool   and   Start   First 

Cut  on  Face,  L.  H.  Head,  141. 
Set  Finishing  Tool  and  Start  Addi- 
tional   Cut   in    Different   Plane   on 

Face,  141. 

Set  Finishing  Tool  and  Start  Addi- 
tional Cut  in  Same  Plane  or  Face, 

142. 

Set  Finishing  Tool  by  Micrometer  In- 
dex and  Start  First  Cut  on  Face,  142. 
Set    Finishing    Tool    by    Micrometer 

Index  and  Start  Additional  Cut  in 

Different  Plane  on  Face,  143. 
Loosen    and    Remove   Tools   Set   for 

Cuts  on  Outside  Diameter,  L.   H. 

Head,   120. 

Set  Tool  to  Start  Cut  on  Outside  Di- 
ameter, Revolving  Turret  to  bring 

Tool  to  Position,  146. 
Set  Tools  where  Power  Feed  is  Thrown 

In,  Tables  held  in  Turret  Tool  Post, 

150. 
Total  Time  to  Loosen  Swivel  Head 

and  Clamp,  95. 
Total    Time    to    Loosen    and    Swivel 

Head  and  Clamp  Swivel  Head  to 

Angle,    95. 

Total  Time  to  Move  Rail,  92. 
Try  Calipers  on  Work,  127. 
Time  Table,  Elementary,  80. 
Tools,    Removing    from    Boring    Mills, 

118. 

Tools,  Setting  for  Boring  Mills,  130. 
Total  selected  minimum  time,  13. 
Total   time   to   move   boring   mill   rail, 

Time  Table,  92. 
to  Loosen  Swivel  Head  of  Boring  Mill 

and  Clamp,  Time  Table,  95. 
Total  Time  to  Loosen  and  Swivel  Boring 

Mill   Head    and    Clamp    Swivel   to 

Angle,  Time  Table,  95. 
Trip  hammer,  Time  Study  data  curve 

for,  267. 
Trucking    practice,    Brass    rolling    mill, 

276. 

Try  Calipers  on  Work,  Time  Table,  127. 
Turning  Forged  Hexagonal  Head  Bolts, 

Rate  Table  for,  245. 
Turning  and  Facing  Bronze  Bushings, 

Rate  Table  for,  236. 


Turning  and  Facing  Flange  on  Bronze 
Bushing,  Rate  Table  for,  238. 

Turning  and  Parting  Steel  Pins,  Rate 
Table  for,  242. 

Turning  and  Threading  Screw,  Instruc- 
tion Card  for,  196. 


U 

UNFAIRNESS  of  Day  Work  Recompense, 

335- 

"Unit"  control  of  variable  tasks,  290. 
"Units,"  Incentive  of  control  by,  292. 

Recompense  based  on,  291. 

Sawing  off  metal  stock,  310. 
"Unit  Tables,"  Sawing  off  Metal  Stock, 

3ii- 

Unloading  Box  Cars,  Instruction  Card 

for,  204. 
^Unloading    Coal    Cars    through    Smith 

Shop  Window,  Instruction  Card  for, 

205. 
Unloading   Flat   Bottom   Freight   Cars, 

Instruction  Card  for,  202. 
Unloading  Gas  Coal  Barges,  Instruction 

Card  for,  219. 
^-Unloading  Soft  Coal  from  Flat  Bottom 

Freight  Cars,  Instruction  Card  for, 

205. 
Unloading  Soft  Coal  Under  Special  Con- 

ditions, One  Man,  Instruction  Card 

for,  206. 
Unloading  Soft  Coal  Car  Under  Special 

Conditions,  Two  Men,  Instruction 

Card  for,  206. 
Unloading  Steam  Coal  Barges,  Instruc- 

tion Card  for,  220. 
Usable  blue  print  paper,  299. 
Use  of  time  allowance  curves,  64,  65. 
Used  blue  print  paper,  Amount,  298. 


VALUE  OF  TIME  STUDY,  Economic,  79. 
Variable    operation,    Effect    of   placing, 

on  Time  Basis,  73,  75. 
Variable  operations,  66. 
Variable  tasks,  Control  of,  289. 

Measure  of  work,  290. 
Variation  allowance,  65. 


W 

WAGE  PAYMENT  OBJECTIVES,  336. 

Plans,  Comparison  of,  345. 

Systems,  333. 
Waste,  Tax  on,  295. 
Waste  of  blue  print  paper,  295. 
Work    card    for    recording    time    study 

progress,   176. 

Work  of  a  time  study  department,  169. 
Working  cycle,  16. 
Workman's  rate  guarantee,  19. 


THE    END 


UNIVERSITY  OF  CALIFORNIA  LIBRARY 
BERKELEY 

Return  to  desk  from  which  borrowed. 
This  book  is  DUE  on  the  last  date  stamped  below. 


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LD  21-100m-7,'52(A2528sl6)476 


jV  13  1959 

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UNIVERSITY  OF  CALIFORNIA  LIBRARY 


